PERFORMANCE APPRAISAL
Presented by ;
Prof. DR. Eka Afnan Troena
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PERFORMANCE APRAISAL
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The process by which organizations evaluate
individual job performance
OBJECTIVE :
- is develop the capability and potential of the
subordinate in realizing his/her performance
- through Performance Appraisal, a supervisor
can help his/her to develop career in the
organization
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3 Key’s Significant Factors
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Performance objective must be
communicated and acceptable
Performance monitored must be
documented comprehensively
There must be feedback that can be
discussed fairly
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Performane Appraisal
Procedure
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Collect performance data of the subordinate
and compare it to the predefined and
communicated performance standard in order
to know which performance must be
improved
Review the subordinate’s performance with
your manager in order to get his/her opinion.
This will be more objective
Appraisal interview with subordinate is the
core activity of the Performane Appraisal
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4 Key Factor for Effective
Appraisal Interview
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Well-prepared condition (preconditioning)
Appropiate time frame and duration for
interview
Conducive or favorable and supporting
venue
Supervisor’s objectively in appraising
performance
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Appraisal Cycles
Production report
Feedback
Appraisal Planning
candidate preparation
appraisal results
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Appraisal Interview Procedure
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Create constructive condition before strating
interview e.g. by shaking hand
Try to get self-evaluation from subordinate.
Let him/her to elaborate
Tell the subordinate his/her strengths and
weaknesses
Create conducive situation to encaourage the
subordinate to convey opinion
Specify improvement plan that will be done
and plan the next objective
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Providing Performance
Feedback
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Performance feedback is all information
related to the performance submitted by a
subordinate,e.g. productivity, behaviour
In ordr to appraise the subordinate’s
performance properly and more productively,
a supervisor has to possess a good
communication capability
The most important part of the performance
apparaisal interviews is providing feedback to
the subordinate especially for the negative
feedback
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Procedure of Providing
Feedback
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A supervisor has to make his/her
subordinate understand on what he/she
submit
The subordinate has to be able to
accept it
Specifying realistic improvement action
plan (SMART)
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Benefits We Get From
Performance Feedback
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Create subordinate’s anthusiasm to clarify
problems as soon as possible
A supervisor has the willingness to discuss
about performance problems
The subordinate’s has the willingness to
understand and change his/her working
behaviour to improve performance
Working condition is better and better, and it
is stimulating motivation
Subordinate’s self-confidance is better to
solve problem without assistance of the
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Supervisor
Characteristics of Beneficial
Feedeback
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Feedback must be descriptive
Feedback must be observable
Feedback must be qualified (clear)
Feedback must not be evaluative
It is submitted by using sympathetic
statements
Provided as soon as possible after being
observed
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Performer Classification
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High performers : always achieves the
target what-ever the condition
Satisfactory performers : in nirmal
condition, the target is realized
Low performers : never achieves the
target
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The Key Steps For High
Performers
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Provide a positive support for instance :
personal appreciation
Provide supports to eliminate problems
and abstacles
Give insight to the subordinate to
develop his/her future career
Assist the subordinate to appreciate
him/herself as an informal leader
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The Key Steps For Satisfactory
Performers
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Clarify each problem & obstacle related
to his/her performance
Focus your attention to specific matters
that must be improved
Find out solution to solve the problem
and give positive support
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The Key Steps For Low
Performers
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Focus and direct subordinate attention to
his/her main tasks and responsibility
Encourage the subordinate to introspect and
accept his/her low performance
Evaluate the causes of such performance
together with the subordinate
Give your attention to the improvement
efforts that will be carried-out
Convince the subordinate that he/she can
realize better performance
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USES OF PERFORMANCE APPRAISAL
- performance improvement
- compensation adjustment
- placement decesion
- training & development needs
- career planning & development
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-
staffing process deficiencies
international inaccuracies
job-design-errors
equal emplyment opportunity
external challenges
feedback to human resources
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ELEMENTS OF PERFORMANCE
APPRAISAL SYSTEMS
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PERFORMANCE STANDARDS
PERFORMANCE MEASURES
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PERFORMANCE APPRAISAL
CHALLENGES
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LEGAL CONSTRAIN
RATER BIASES
- halo effect
- error of central tendency
- leniency and stricness bias
- cross-cultural biases
- personal prajudice
- the recency effect – reducing rater bias
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PAST ORIENTED APPRAISAL
METHOD
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RATING SCALES
CHECKLIST
FORCED CHOICE METHOD
CRITICAL INCIDENT METHOD
ACCOMPLISHMENT RECORDS
BEHAVIORALLY ANCHORED
RATING SCALES
FIELD REVIEW METHOD
PERFORMANCE TEST AND REVIEW
COMPARATIVE EVALUATION
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APPROACH
FUTURE ORIENTED
APPRAISALS
SELF-APPRAISAL
 MBO
 PSYCOLOGICAL APPRAISAL
 ASSESSMENT CENTERS
IMPLICATION APPRAISAL PROCESS :
- training raters and evaluators
- evaluation interviews
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COMPENSATION AND
PROTECTION
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WAGES AND SALARIES
INCENTIVES AND GAINSHARING
BENEFITS AND SERVICES
SECURITY, SAFETY AND HEALTH
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WAGES AND SALARIES
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OBJECTIVE OF COMPENSATION
MANAGEMENT
- acquire qualified personnel
- retain current employment
- ensure quality
- facilitate understanding
- reward desire behaviour
- control costs
- further adm efficiency
- comply with legal regulaions
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