...Methods of Performance Appraisal BBA (day) Course Code: 602 Course Title Submitted by Assoc.prof. Md.Rafiqul Islam Faculty of business studies Dhaka international university Prepared By Mahbub Alam Roll:-43 Reg:-241063 Batch:-33/A BBA (day) Session:-2010-2011 Human resource management Page 1 Methods of Performance Appraisal A. Concept B. What performance Appraisal? C. About Performance Appraisal D. The performance Appraisal process. E. Objectives of Performance Appraisal. F. The Four Phases. G. Method of Performance Appraisal. i. ii. Past Oriented Methods Future Oriented Methods 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Rating Scales: Checklist: Forced Choice Method: Forced Distribution Method: Critical Incidents Method: Behaviorally Anchored Rating Scales: Field Review Method: Performance Tests & Observations: Confidential Records: Essay Method Cost Accounting Method: Comparative Evaluation Method (Ranking & Paired Comparisons): i. Ranking Methods ii. Paired Comparison Methods H. Formula Of Performance Appraisal I. Conclusion Human resource management Page 2 Methods of Performance Appraisal C ONCEPT Agencies are required by the Government Performance and Results Act of 1993 to establish program goals and report organizational performance to stakeholders, including the Office of Management and Budget and the Congress. This creates pressure to use methods that improve organizational performance and maximize goal achievement. Using...
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...[pic] ASSIGNMENT: PERFORMANCE APPRAISAL METHOD Performance Appraisal Method Critical Incident Method Definition: This format of performance appraisal is a method which is involved identifying and describing specific incidents where employees did something really well or that needs improving during their performance period. Critical incident is a method used for many sectors. An incident is critical when it illustrates what the employers has done or failed to do. The critical incidents for performance appraisal are a method in which the manager writes down positive and negative performance behavior of employees throughout the performance period. Each employee will be evaluated as such and one’s performance appraisal will be based on the logs that are put in the evaluation form. The manager maintains logs on each employee, whereby he periodically records critical incidents of the workers behavior. At the end of the rating period, these recorded critical incidents are used in the evaluation of the workers’ performance. The critical incidents file of performance appraisal is a form of documentation that reflects all data about employee performances. Most frequently, the critical incidents technique of evaluation is applied to evaluate the performance of superiors rather than of peers of subordinates. Disadvantages of Critical Incident This method suffers however from the following limitations: • Critical...
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...Performance Appraisal Student’s Name University Affiliation Performance Appraisal Introduction Every organization aims at directing all their efforts and resources in ensuring that they meet the goals and the objectives that are set by the organization. The main aim of any organization is making sure that they maximize on their profits and also minimize their cost. To be able to do this, the company must make sure that all the efforts and resources are well oriented to the success of the organization and in making sure that there is a good oversight system in place to help make sure that there are little or no deviations from the organizational goals and objectives. This is why performance appraisal is very important for any organization. Performance appraisal is defined as a system or a method through which the quality of the employees work is gauged to help guide them in to developing their careers and also to help the organization in achieving success in their objectives. Performance appraisal is the process that involves collecting data analyzing it and also recording it to help keep track of individual employees in an organization and also to measure the relative worth of the an employee to an organization. A performance appraisal analyses various aspects of an employees including aspect such as their success, their failures, individual strength as well as weakness, how they manage pressure situations and how well they work under these situations, their suitability...
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...or informal means of appraising their employees’ performance. If employees’ performance is good, organizations will want to reinforce it; and if it is bad, they will try to take corrective actions. Performance appraisal is the ongoing process of evaluating and managing both the behavior and outcomes in the organization (Carrell, Elbert & Hatfield, 2008). It is not a process that happens once a year or every six months, but one that happens every day. Stripped to its essentials, performance appraisal always involves setting work standards, assessing the employees’ actual performance relative to those standards, and providing feedback to the employees with the aim of motivating him or her to eliminate performance deficiencies or to continue to perform above par (Dessler, 2011). Indeed, performance appraisals are widely used for administrating wages and salaries, giving performance feedback, and identifying individual employee strengths and weaknesses (Mathis & Jackson, 2011). Definition of Performance Appraisal P erformance appraisal is the process of evaluating the behavior of the employees in the work place (Maxwell, 1992). This process assumes that the employees are aware of their performance standards, and that the supervisor also provides the employees with the feedback, development, and incentives required to help the person eliminate performance deficiencies. Basically, performance appraisal is intended to engage, align, and coalesce individual...
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...Performance Analysis Brittannie DePew Bus 303 Ricci Rizzo 10/6/2014 Performance Analysis Annually or bi-annual every employee has experience with reviews the show performance through the time of work one may be employed. Performance appraisals are assessment tools that have proven to have advantages to the effectiveness of the work place. The performance appraisal process can be referred to as terms that provoke and propel strong responses; opinions, judgment, and sentiments are expressed in contextual format (Kumar 2005). Scholars have regarded performance appraisals as a strategic and integral part of an organization (Longenecker and Goff 1992). Typically those who administer the performance appraisals are human resource managers/professionals or managers. A tool used in the appraisal process needs to be standardized, reliable, valid, and appropriate for the position; making sure this tool meets all these qualifications is a mere part of the process of administering the appraisal process. Success in a business can be dependent upon an employer’s ability to be proactive with their employees. “Research shows that managers with poor communication or interpersonal skills are often the downfall of a company's otherwise sound performance management program (“Setting up a performance management system”, 1999). Strong communication skills provide comfort and the ability to provide feedback with empathy and remain professional; which are considered very important when communicating...
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...1.1 INTRODUCTION Appraisal of performance is widely used in society. Usually parents will assess children and top management will assess employees. The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management. However formal evaluation of employees is believed to have been adopted for the first time during the First World War at instance of Walter dill Scott, the US army adopted the ‘man to man’ rating system for evaluating military personnel. During 1920 to 1930 hourly paid workers in industrial units were evaluated on the basis of rating sources. This early appraisal system was called merit rating. In early fifties performance appraisal techniques began to be used for technical, professional, & managerial personnel. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone. Performance appraisal is the process of determining...
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...How Effective Performance Appraisals can Increase Employee’s Performances. Alisa Johnson BUS 303 Farrell Martin September 7, 2015 How Effective Performance Appraisals can Increase Employee’s Performances In the world we live in today it is always important to know and understand how we are performing on our jobs. Even if you own your own company your customers will either give you a good review or a bad one by word of mouth by telling others how good or bad your company really is. When working on a job for a company, most companies have a performance appraisal to let you know how well or not so well you are doing. In this paper I will show how a performance appraisals is used and how effective it is at increasing employee’s performances. Performance appraisals as stated by Carolyn Youssef (2012) is “The process through which employee performance is assessed, feedback is provided to the employee, and corrective action plans are designed” (section 6.2, par. 1). Most employers give performance appraisals after 6 months to a year of service and then every year on your anniversary date of employment with the company. Performance appraisals is based on your work ethics and how well you carry out your duties. Some performance appraisals is followed up with a raise or promotion but not all the time. Performance appraisals is geared to either better your performance or enhance your already great performance. However we must all look at performance appraisals as a way of knowing what...
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...EFFICIENCY OF EXISTING PERFORMANCE APPRAISAL SYSTEM FOR OFFICERS IN SRI LANKA NAVY BY LCdr (ASW) TR DANIEL PGD in Defence Management Naval and Maritime Academy (Accredited to General Sir John Kotelawala Defence University) DECLARATION I declare that this dissertation contains no material which has been accepted for the award of any other degree or diploma in any university or equivalent institution, and that to the best of my knowledge and belief, contains no material previously submitted or written by any other person, except where due reference is made in the text of this Dissertation. I carried out the work described in this under the supervision of Captain (ND) KJ Kularathne, RSP,Psc,MSc(D&SS) ........................................................ Date:.......................... TR DANIEL 7001 COMMENTS OF THE SUPERVISOR ..................................................... Date ........................................ KJ KULARATHNE,RSP,Psc,MSc(D&SS) Captain (ND) Sri Lanka Navy ABSTRACT Sri Lanka Navy is one of the largest organization in Sri Lanka with nearly 55000 men & women are working to date .SLN is not only one of the largest, but also diverse as more than 20 major professions are cohesion to form this organisation. Officers form the backbone of this large organisation; SLN and better performance of officers is a necessity to achieve organisational...
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....Rob's boss, Sweetwater's president assigned him the first task of improving the performance appraisal system used to evaluate secretarial and clerical performance. In this case, the main difficulty is the performance appraisal which was directly tied to salary increases given at the end of the year. The graphic rating forms which were used to evaluate clerical staff were not efficient as these forms never gave the true evaluation of performance. So, to change the faulty performance appraisal system two Sweetwater experts gave their recommendations to solve the problem. The first recommendation was not to use graphic rating forms as this rating method did not provide any clear picture about the good or bad performance. The second recommendation was not to force administrators to arbitrarily rate at least half their secretaries as something less than excellent. The recommendations given by the experts were good and made sense but these recommendations created problems like efficacy of any graphic rating forms if it is compared to the original forced ranking approach used by Rob and what should be the basis of performance appraisal. ANALYSIS OF THE CASE: The job of Rob Winchester was to completely change the performance rating system of the university because the previous system was dealing with high staff turnover ratio and also the process didn’t look just. The initial performance appraisal form was filled by administrators. Administrators had to rate their secretaries on...
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...Performance management: Performance management is the integration of performance appraisal systems with broader human resource systems as a means of aligning employees work behaviors with the organization’s goals. This performance management guidance relates to the management of employee performance (i.e., planning, developing, monitoring, rating, and rewarding employee contributions), rather than performance-based or performance-oriented approaches to managing, measuring, and accounting for agency program performance. While these concepts can and should be linked and integrated, they remain distinct in some respects, particularly with regard to establishing individual accountability and dealing with poor performers. Performance Appraisal: Performance Appraisal is the part of the performance assessment and management process in which an employee’s contribution to the organization during a specified period of time is assessed. Performance feedback lets employees know how well they have performed in comparison with the standards of the organization. Delivering and receiving performance feedback can be an emotionally laden process that dramatically affects employees attitudes toward the organization and themselves. Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals. Employee performance management includes: ...
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...Personnel appraisals, although very widely used, have well-recognised shortcomings and limitations. Even when the process emphasises appraisal rather than counselling, it is far from universally satisfactory. There are certain barriers which work against the effectiveness ol appraisal system. The identification of these barriers is necessary to minimise their impact on the appraisal system. Among the principal barriers to effective appraisal programmes are: 1. Faulty assumptions, 2. Psychological blocks, and 3. Technical pitfalls. (1) Faulty Assumptions Because of the faulty assumptions of the parties concerned—superior and his subordinate—in appraisal system, it does not work properly or objectively. These assumptions work against an appraisal system in the following manner: (i) The assumption I hat managers naturally wish to make fair and accurate appraisals of subordinates is untenable. McFarland feels that both .superiors and subordinates show tendencies to avoid formal appraisal processes, as well as to heed them in their respective work roles. Their organisational roles, and partly in technical deficiencies and the unwise management of appraisal policies and procedures. (ii) Another faulty assumption is that managers take a particular appraisal system as perfect and feel that once they have launched a programme, that would continue forever. They expect too much from it, and rely too much on it, or blame for their faults. It should be recognised that...
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...performance appraisals performance appraisals, performanceevaluation and assessment of jobskills, personality and behaviour - andtips for '360 degree feedback' and'360° appraisals' Performance appraisals are essential for the effective managementand evaluation of staff. Appraisals help develop individuals, improveorganizational performance, and feed into business planning. Formalperformance appraisals are generally conducted annually for all staff inthe organization. Each staff member is appraised by their linemanager. (Directors are appraised by the CEO, who is appraised by thechairman or company owners, depending on the size and structure of the organization). Annual performance appraisals enable managementand monitoring of standards, agreeing expectations and objectives,and delegation of responsibilities and tasks. Staff performanceappraisals also establish individual training needs and enableorganizational training needs analysis and planning. Performanceappraisals data feeds into organizational annual pay and gradingreviews, and coincides with the business planning for the next tradingyear. Performance appraisals generally review each individual'sperformance against objectives and standards for the trading year,agreed at the previous appraisal meeting. Performance appraisals arealso essential for career and succession planning. Performanceappraisals are important for staff motivation, attitude and behaviourdevelopment, communicating organizational aims, and fosteringpositive...
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...The Human Touch Performance Appraisal II Tr a i n i n g L e a d e r ’s G u i d e Coastal Training Technologies Corp 500 Studio Drive Virginia Beach, VA 23452 ©2000 Coastal Training Technologies Corp. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of Coastal Training Technologies Corp. This publication is designed to provide accurate and authoritative information in regard to the subject matter. It is sold with the understanding that Coastal Training Technologies Corp. is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional should be sought. Table of Contents The Human Touch Performance Appraisal II Preparation Materials Introduction....................................................................................................................8 Training Session Checklist...............................................................................................9 Trainer’s Instructions for Using the Book The Human Touch Performance Appraisal.........................................................10 Tips for Transferred Learning ........................................................................................11 Possible Session Agendas ........
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...JetBlue, Cases in Advanced Human Resource Management Jet Blue case study Western Governors University Abstract This paper includes discussions of the processes JetBlue initially utilized to staff their start-up airline, and the challenges faced in obtaining the desired employees to achieve the five core values which are: Safety; Caring; Integrity; Fun; and Passion. Company leadership and human resources began by working together to establish the company values in order to identify the traits desired for employees. Descriptive discussion of the recruiting efforts used, laws that needed to be considered; selection processes; appraisal systems; compensation; and benefits, are included within. When staffing the new airline began research needed to be done in advance of any recruitment efforts could starting. Hours of work were invested prior to the first interview in order to prepare to find the ideal candidates. National employment laws and statutes had to be identified in order to comply with the requirements of each. Three examples of such laws are The Equal Pay Act of 1963; The Age Discrimination in Employment act; and the 1990 Act of Americans with Disabilities (ADA). The first National Employment law that we will discuss is the “Equal Pay Act of 1963” (Mondy, 2008, p. 59). This law forbids the employer from paying employees of opposite genders different amounts, if the same job is performed; they have equal skills and...
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...such as a performance appraisal to help shape the careers of future managers. Whether the manager likes it or not at least once a year he or she will need to do appraisals for the staff he or she is in direct responsibility for. Doing appraisals should be looked upon as a tool that can help all involved. Performance reviews are stressful for both managers and employees. Criticism is usually hard for the giver and the receiver. A performance appraisal needs not be stressful or critical. The tool should be looked upon as a way to improve one’s skills and career. Most individuals want to do the best job one can do therefore, by learning and improving from using the appraisal tool the sky should be the limit for the individuals involved. The appraisal form attached offers both the manager and the employee the opportunity to answer the same questions prior to the actual appointment. By giving everyone involved a voice there will be less chance for feeling unimportant and lead to the possibility of open communication between the two. The appraisal form has a section after the two come together to compare and come up with a mutual plan for success in the coming year. This particular type of appraisal method can be used for individual and teamwork type settings. When employees are hired initially with the company part of the new orientation process will include discussion of the yearly appraisal system in play. The discussion of what the appraisal review is...
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