C. Benefits of a Successful Performance Appraisal
If conducted efficiently and successfully, performance appraisal is beneficial to both the employees and the organization. An effective performance appraisal reflects accurate, honest and objective assessment and offers the following advantages.
An accurate, honest and objective assessment:
o Motivates employees by recognizing employee’s hard work, offering them support, helping them improve and appreciating their efforts thereby leading to
− Decreased employee turnover
− Satisfied workers enthusiastic about their jobs, and empowered to do their best.
o Reduces lawsuits and avoids potential discrimination charges by offering clear documentation of performance, supporting disciplinary …show more content…
Generate a negative company image
5. Decrease productivity
E. Who conducts a performance appraisal?
− Customarily, the supervisor completes the performance appraisals of his/her subordinates.
− Occasionally, the employees rate their managers.
− At times, team members are invited to offer truthful feedback of their teams or peers.
PART II. CONDUCTING A PERFORMANCE APPRAISAL
A. STEPS IN CONDUCTING A PERFORMANCE APPRAISAL
Dessler (2008) identified three (3) Steps in Appraising Performance.
1. Define the job
a. Both the supervisor and subordinate should know the job duties and work activities as well as the acceptable levels of performance.
2. Appraise performance
a. Compare the performance standards with the subordinate’s actual performance.
3. Provide feedback
a. Communicate to the subordinate about his/her performance, strengths and weaknesses including plan for correcting any deficiencies and to reinforce the things the employee does right
b. Recognize subordinate’s hard work, dedication and commitment
c. Explain the organizational goals and linked them to the subordinate’s goals.
Below is a flow chart I made showing the three main steps in conducting a Performance …show more content…
Essay evaluation – a written explanation (or an essay) of the employee’s overall performance
b. Critical-incident method – a list of statements based on the record of the employee’s critical behaviors or incidents
3. Comparison Method does not utilize any checklist or numeric scale or essay form. It is mainly used to determine where the employee stands in his/her group. The supervisor or manager simply ranks all employees.
a. Ranking method – ranks the employees from best to worst
b. Forced distribution – a more detailed ranking technique that places employees in a predetermined percentages
4. Modern Techniques are newer techniques that were formulated to enhance the shortcomings of the older methods such as biases and subjectivity (Shaout & Yousif, 2014).
a. Management by Objective or MBO – uses specific, measurable and obtainable goals jointly set and agreed upon by the manager and employees. The manager grades the employee based upon the achievement of these goals.
b. 360 Feedback – allows the manager or supervisor to obtain a complete assessment of the employee by getting feedback or input from a number of evaluators including team members, peer or colleagues and
If conducted efficiently and successfully, performance appraisal is beneficial to both the employees and the organization. An effective performance appraisal reflects accurate, honest and objective assessment and offers the following advantages.
An accurate, honest and objective assessment:
o Motivates employees by recognizing employee’s hard work, offering them support, helping them improve and appreciating their efforts thereby leading to
− Decreased employee turnover
− Satisfied workers enthusiastic about their jobs, and empowered to do their best.
o Reduces lawsuits and avoids potential discrimination charges by offering clear documentation of performance, supporting disciplinary …show more content…
Generate a negative company image
5. Decrease productivity
E. Who conducts a performance appraisal?
− Customarily, the supervisor completes the performance appraisals of his/her subordinates.
− Occasionally, the employees rate their managers.
− At times, team members are invited to offer truthful feedback of their teams or peers.
PART II. CONDUCTING A PERFORMANCE APPRAISAL
A. STEPS IN CONDUCTING A PERFORMANCE APPRAISAL
Dessler (2008) identified three (3) Steps in Appraising Performance.
1. Define the job
a. Both the supervisor and subordinate should know the job duties and work activities as well as the acceptable levels of performance.
2. Appraise performance
a. Compare the performance standards with the subordinate’s actual performance.
3. Provide feedback
a. Communicate to the subordinate about his/her performance, strengths and weaknesses including plan for correcting any deficiencies and to reinforce the things the employee does right
b. Recognize subordinate’s hard work, dedication and commitment
c. Explain the organizational goals and linked them to the subordinate’s goals.
Below is a flow chart I made showing the three main steps in conducting a Performance …show more content…
Essay evaluation – a written explanation (or an essay) of the employee’s overall performance
b. Critical-incident method – a list of statements based on the record of the employee’s critical behaviors or incidents
3. Comparison Method does not utilize any checklist or numeric scale or essay form. It is mainly used to determine where the employee stands in his/her group. The supervisor or manager simply ranks all employees.
a. Ranking method – ranks the employees from best to worst
b. Forced distribution – a more detailed ranking technique that places employees in a predetermined percentages
4. Modern Techniques are newer techniques that were formulated to enhance the shortcomings of the older methods such as biases and subjectivity (Shaout & Yousif, 2014).
a. Management by Objective or MBO – uses specific, measurable and obtainable goals jointly set and agreed upon by the manager and employees. The manager grades the employee based upon the achievement of these goals.
b. 360 Feedback – allows the manager or supervisor to obtain a complete assessment of the employee by getting feedback or input from a number of evaluators including team members, peer or colleagues and