Performance Apraisal.pptxmotivationa theory

Its a theory in leadership and management

1. MOTIVATIONAL THEORIES Performance Appraisal By Minhaj Uddin BSN, MSc. Health Economics and Management 1

2. Objective Describe different motivational theories. Define the term performance Appraisal. Discus the different evaluation philosophies. State the purpose of performance appraisal. Describe the process of performance appraisal. Discuss the components ,method and types of evaluation. 2

3. Objectives: Discuss the potential problems and strategies to reduce them. Discuss counseling and its types. Discuss the process of counseling and its importance to performance appraisal. 3

4. Motivational theories Maslow's Hierarchy of Needs Theory X and Theory Y 4

5. Maslow's Hierarchy of Needs 5

6. Theory X and Theory Y Theory X and Theory Y were first explained by McGregor in his book, "The Human Side of Enterprise," and they refer to two styles of management – authoritarian (Theory X) and participative (Theory Y) 6

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10. Performance Appraisal Definitions: Systematic evaluation of individual with respect of their performance on the job and their potential for development. 10

11. PERFORMANCE – 2 Elements MOTIVATION ABILITY 11

12. GOAL OF PERFORMANCE APPRAISAL? To improve performance Letting employee “know where they stand” Giving performance feedback - strongest nonfinancial reward! 12

13. Purpose Of Performance Appraisal: Administrative Purposes: Promotion And Placement of Employees : Performance Appraisal is used to promote employees as per their competence and performance in the previous period.  Performance appraisal is useful for the selection of right person for the right type of promotion. Transfers And Demotions : Performance appraisal reports can be used for taking final decisions on transfers and demotions.  Wage And Salary Payment : Wage increase is based on the performance appraisal reports.  Personnel Research : Performance appraisal serves as a feedback to the management in the field of personnel research.  It serves as a base for the conduct of research activities in personnel management.

14. Purposes of Performance appraisal To determine job competence To enhance staff development and motivate personnel toward higher achievement To recognize employee's accomplishments To improve communications between supervisors. To improve performance, encouraging better relationships among nurses To aid supervisor’s counseling. To determine training and developmental needs of nurse. To make inventories of talent within the organization. 14

15. Guidelines for Performance Criteria Realistic Measurable and verifiable Practical Relevant Non Discriminating Time bound Written 15

16. PERFORMANCE APPRAISAL PROCESS Step 1 Assess institutional and personal needs and set goals Step 2 Establish objectives and time frame Step 3 Assess progress Step 4 Evaluate progress 16

17. FORMAL AND INFORMAL PROCESS Informal - day-to-day Coaching - approach to developing people Ongoing, face-to-face collaboration Formal Written documentation Formal appraisal interview with follow-up Work is measured against some standard for the purposes of determining the level of quality of job performance 17

18. methods of performance appraisal 1. Self-evaluation In a self-evaluation assessment, employees first conduct their performance assessment on their own against a set list of criteria. The pro  is that the method helps employees prepare for their own performance assessment and it creates more dialogue in the official performance interview. The con  is that the process is subjective, and employees may struggle with either rating themselves too high or too low. 18

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20. 2. Behavioral checklist A Yes or No checklist is provided against a series of traits. If the supervisor believes the employee has exhibited a trait, a YES is ticked. If they feel the employee has not exhibited the trait, a NO is ticked off. If they are unsure, it can be left blank. The pro  is the simplicity of the format and its focus on actual work-relate tasks and behaviors ( ie . no generalizing). The con  is that there is no detailed analysis or detail on how the employee is actually doing, nor does it discuss goals. 20

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22. 3. 360-degree feedback This type of review includes not just the direct feedback from the manager and employee, but also from other team members and sources. The review also includes character and leadership capabilities. The pro  is that it provides a bigger picture of an employee’s performance. The con  is that it runs the risk of taking in broad generalizations from outside sources who many not know how to provide constructive feedback. 22

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24. 4. Ratings scale A ratings scale is a common method of appraisal. It uses a set of pre-determined criteria that a manager uses to evaluate an employee against. Each set of criteria is weighted so that a measured score can be calculated at the end of the review. The pro is that the method can consider a wide variety of criteria, from specific job tasks to behavioral traits. The results can also be balanced thanks to the weighting system. This means that if an employee is not strong in a particularly minor area, it will not negatively impact the overall score. The con of this method is the possible misunderstanding of what is a good result and what is a poor result; managers need to be clear in explaining the rating system. 24

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26. 5. Management by objectives It involves the employee and manager agreeing to a set of attainable performance goals that the employee will strive to achieve over a given period of time. At the next review period, the goals and how they have been met are reviewed, whilst new goals are created. The pro of this method is that it creates dialogue between the employee and employer and is empowering in terms of personal career development. The con is that it risks overlooking organizational performance competencies that should be considered. 26

27. Uses of performance appraisal Salary determination Promotion decisions. Transfers. Demotions. Staff development. 28

28. Components of appraisal process Day by day supervisor-subordinate interactions . (coaching, counseling, disciplining ) Written documentation The formal appraisal interview . Follow up session may involve training and discipline when needed 29

29. Key behaviors for an appraisal interview Put the employee at ease Atmosphere creation Clearly state the purpose of the interview Go through the ratings one by one with the employee Draw out the employee’s reactions to the ratings Decide on specific ways in which performance areas can be strengthened Set a follow up date Express confidence in the employee. 30

30. PERFORMANCE APPRAISAL OUTCOMES improve performance improve communication reinforce positive behavior provide basis for regards/basis for motivation provide basis for termination if necessary identify learning needs and develop personnel 31

31. Thanks 32