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PERFORMANCE MANAGEMENT AND PERFORMANCE APPRAISAL - Coggle Diagram
PERFORMANCE MANAGEMENT AND PERFORMANCE APPRAISAL
Introductuion
Performance management may be thought of as being more strategic in its intent to achieve high levels of organizational performance
Performance appraisal is best seen as being more operationally focused, with a focus on individual employees short- to medium-term performance and development
Performance management
is about getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competing requirements.
is about getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competing requirements.
an approach to managing and developing people in a way which increases the probability that it will be achieved in the short and long term
t is owned and driven by management.
Performance management and performance appraisal can arguably be seen to again reflect to some degree the notions of ‘hard’ and ‘soft’ HRM
The nature of performance management and
performance appraisal
performance appraisal
one of the most important aspects of enhancing performance
is a critical element of performance management
a key feature of organizational life
Bach (2005: 289)
performance appraisals have become far more than just an annual ritual and are viewed as a key lever to enhance organizational performance
Heery and Noon (2001: 7)
‘… the process of evaluating the performance and assessing the development/training needs of an employee
LRD (1997: 3)
A process of reviewing individual performances against pre-determined criteria or objectives, involving the gathering of information, one or more meetings and some form of report which may include a performance rating
In sum
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
Appraisal in practice
Why should organizations appraise people at work?
Appraisal can be an integral part of ensuring that organizational members are aware of what is expected of them and can thus play an important part in socializing organizational members to ‘buy in’ to the organizational culture.
Improve current performance.
Provide feedback: We all seek approval and confirmation that we are doing the right thing, and we also like to advise or direct others on how they should do things.
Increase motivation.
Identify training and development needs.
Identify potential.
Let individuals know what is expected of them
Focus on career development and succession planning.
Award salary increases/performance related pay
Evaluate the effectiveness of the selection process.
Solve job problems
Set objectives: Using the SMART mnemonic, specific or stretching, measurable, accepted, realistic, time-bound.....
Training, then, may help managers to appreciate the importance of appraisal within a broader performance management approach and also the need to develop coaching skills to facilitate a more developmental approach
Bach (2005)
the emergence of more critical accounts of appraisal, in particular recognizing how, ‘unitary assumptions about the benevolent purposes of appraisal are replaced by a more radical ideology concerned to examine managerial objectives, especially tighter control over behaviour and performance, the potential to individualize the employment relationship and the scope for managers to use appraisal as a veneer to legitimate informal management
it is important to recognize how, ‘the contested nature of appraisal, the specific managerial objectives sought, and the nature of the context in which it is applied, all have an important bearing on the impact of the appraisal process
critical perspectives seek to highlight that it should not be assumed that clearer objectives and training of appraisers will necessarily yield satisfactory results.
performance appraisal
being an inevitable part of a manager’s life we can now look at the practicalities in appraising employees
developmental approaches are likely to have a different premise, where the appraiser and appraisee aim to discuss the progress, hopes and fears of the appraisee in a mutually supportive atmosphere and where the ultimate aim is on developing performance by building on employees strengths
a number of performance factors which are likely to be appraised, the most important being
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.
Some of these other approaches
Self-appraisal
the appraisal process in a number of organizations increasingly expects employees to take greater ownership, ‘with employees assigned greater responsibility for establishing their own performance goals and for obtaining feedback on their performance
Peer appraisal
Fellow team members, departmental colleagues or selected individuals with whom an individual has been working provide the assessment of performance
Upward appraisal
Managers are appraised by their staff (
Customer appraisal
the increasing importance of customers in the appraisal process, which in part reflects the emergence and development of TQM and customer care programmes
in terms of the use of customer service data and how it may be used to appraise employees, Redman notes how it can be gathered by a variety of means
Customer surveys:
Range of surveillance techniques
Mystery’ or ‘phantom’ shopper
ACAS (2005) notes how most performance appraisal forms should contain provision
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.
On the one hand a ‘good’ and constructive appraisal meeting is one in which:
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.
a ‘bad’ appraisal meeting:
Focuses on a catalogue of failures and omissions
Is controlled by the appraiser
Ends with disagreement between appraiser and appraisee.
Managing poor performance
five basic steps in handling performance problems
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 selfmanagement in the learning process.