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Let individuals know what is expected of them
Improve current performance.
Provide feedback: advise or direct others on how they should do things.
Increase motivation
Identify training and development needs.
Identify potential.
Focus on career development and succession planning.
Award salary increases/performance related pay.
Evaluate the effectiveness of the selection process.
Set objectives
Staff are being continually monitored and assessed by management in an informal manner
Much dependent on individual managers
optimize the current management: Ensuring managers and employees meet formally and regularly to discuss`
there is much debate and concern (disgusting/ deadly disease/ contentious)
manager dislike (Theory X &Y) => judgemental and ultimately de-motivating approach (1957)
1990s: employees and managers offered favourable rather than unfavourable views
final performance review, where an individual employee is assessed against their objectives (inputs and outputs)
allow for a review of training and development needs
appraisal forms should contain provision for
seeking a broadly evaluative or developmental approach
Appraisees do most the talking.
Appraisers listen actively to what they say.
There is scope for reflection and analysis.
Performance is analysed and not personality.
The whole period is reviewed and not just recent or isolated events.
Achievement is recognized and reinforced.
Ends positively with agreed action plans.
Focuses on a catalogue of failures and omissions.
Is controlled by the appraiser.
Ends with disagreement between appraiser and appraisee
2, Establish the reason(s) for the shortfall (avoid being crudely blaming)
1, Identify and agree the problem: analysing feedback and getting agreement from the employee
3, Decide and agree on the action required
4, Providing coaching, training and guidance => Ensure changes can be made
5, Monitor and provide feedback (include self-management)