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CHAP 8: PERFORMANCE MANAGMENT AND PERFORMANCE APPRAISAL - Coggle Diagram
CHAP 8: PERFORMANCE MANAGMENT AND PERFORMANCE APPRAISAL
The nature of performance management and performance appraisal
Appraisal is a process that allows for an individual employee’s overall capabilities and potential to be assessed for the purposes of improving their performance.
Features of performance
Individual annual appraisal
Objective setting and review
Personal development plans
Career management and/or succession planning
Coaching and/or mentoring
Competence assessment
Performance related pay
Self-appraisal
Twice yearly/biannual appraisal
Continuous assessment
360-degree appraisal
Subordinate feedback
Rolling appraisal
Peer appraisal
Competence related pay
Team appraisal
Contribution related pay
Team pay
Appraisal in practice
2 main perspecitives the evaluative and the development
The former approach
The main aim is to make a judgement about an appraisees performance
Also involve managers making rating or ranking decisions that differentiate between staff on the basis of their relative performance
The development approach
Aim to discuss the progress, hopes and fears of the appraisee
The ultimate aim is on developing performance by building on employees strengths
The most important being-appraised-performance-factors
Knowledge, ability and skill on the job
Attitude to work, expressed as enthusiasm, commitment and motivation.
Quality of work on a consistent basis and attention to detail.
Volume of productive output.
Interaction, as exemplified in communication skills and ability to relate to others in teams.
Other approaches
Self-appraisal: Employees may draft their own performance reviews,
Peer appraisal: Fellow team members, departmental colleagues or selected individual
Upward appraisal: Managers are appraised by their staff
Customer appraisal: which in part reflects the emergence and development of TQM and customer care programmes
Customer surveys: gather customer feedbacks
‘Mystery’ or ‘phantom’ shopper: Mystery shoppers observe and record their experience of the service encounter and report these findings back to the organization
Multi-rater or 360-degree feedback: provide a more rounded view of people, with less bias than if an assessment is conducted by one individual.
The practicalities: the appraisal form and interview
This review is also likely to allow for a review of training and development needs.
Performance appraisal forms include
Basic personal details, such as name, department, post, length of time in the job
Job title
Job description
A detailed review of the individual’s performance against a set of job related criteria
An overall performance rating
General comments by a more senior manager
Comments by the employee
A plan for development and action
Managing poor performance: 5 basic steps
Identify and agree the problem through analysing feedback and getting agreement from the employee what the shortfall has been.
Establish the reason(s) for the shortfall and avoid crudely attaching blame for problems in the job.
Decide and agree on the action required, whether it be things like a change in attitude, behaviour or improvements in certain skills or abilities.
Resource the action by providing coaching, training and guidance to ensure that changes can be made.
Monitor and provide feedback, which may also include an element of self-management in the learning process.