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Performance Appraisals, Design & Implementation (Question to be…
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Design & Implementation
Question to be addressed
- Who appraised & who undertake appraisal
- 360 feedback and upward appraisal desirable?
- Open system of Appraisals?
Who should be appraised
Traditionally applied to managerial, supervisory or administrative position but now extend to all staff for increasing adoption of flexible working practices and harmonization of employment.
Who should undertake
- Traditionally to be carried out by immediate manager or supervisor.
- At higher level: Extend lines of communication & Overcome different standards of appraisal
- Immediate manager conduct and write report while senior management to comment, monitor, review consistency confirmation of approval.
- Could also be undertaken by HR.
360 feedback and upward appraisal360 feedback
Involve appraisal and feedback from different group: Peers & subordinates & bosses. Internal & external customersto provide a broader appraisal covering good working relationship, teamwork, leadership, decision-making and quality service provided.When Organization leader use power and fear rule, employee are not likely to be open and honest.Upward Review System
Subordinates appraisal of managers.
- Help manager to accept constructive criticism
- Daunting experience for manager
- Require appropriate OPEN organization culture
- Involve independent third person supply confidential feedback and comment.
Frequency
- Nature of organization
- Purpose and objective of scheme
- Characteristics of employee
More Frequent for New members/ Recently promoted & Past performance not up to standard.
Open System of Appraisal?
- More open system, More likely to accept the process of appraisal
- Consistent appraisal report with verbal feedback.
- Opportunity to share perception
But restrict managers from giving completely honest & frank appraisal
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Methods of Appraisal
Used to measure attitudes, behavior and performance
Quantitative: Rate scale 1-5
Qualitative: Narrative on specific factors
Behaviorally Anchored Rating Scales
- Measurement scales related to job of behaviors
- Sample group of managers are asked to identify, independently, several key behavioral aspects of the job in question
Response collated and return to allocate a scale
Examples are consistently rated and then act as Anchors.
Time-consuming/Costly
Required careful detailed training to use
Appropriate only in large organization
Achieving Objectives
Manager agrees with staff set objectives at the beginning of appraisal period
Allow participation by staff some degree of appraisal
Performance Agreement or Contract
Staff create a succinct document, agreed with superior, which sets out the individual proposed contribution to the business plan of the orgnization
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Overview
- Process of Management involves a continuous judgement on the behavior and performance of staff.
Object is to improve the performance of individuals towards improving the performance of the organization as a whole
- One way to review the potential of staff through a system of performance appraisal
Let staff to know organization exception and how performance to be measured.
- Formalized and systematic appraisal scheme will enable regular assessment of individual performance, highlight potential and identify training & development needs.
Improve future performance.
- Form basis of a review of financial rewards and planned career career progression.
- Crucial activity of personnel function and management of human resources.
- Key managerial decision: Allocation of duties and responsibilities.
- Benefit both individual and organization.
Benefit of PA
- Identify an individual's strength/weakness & how to utilize/overcome.
- Reveal problems restricting progress & causing inefficiency.
- Develop consistency which encourage better performance.
- Provide information for HR Planning, Succession Planning, Suitable Promotion & Training.
- Opportunity for staff to share their expectation and their progressing.
- Improve mutual understanding between manager & Staff.
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