PERFORMANCE APPRAISAL

1. PERFORMANCE APPRAISAL Presented by ; Prof. DR. Eka Afnan Troena

2. PERFORMANCE APRAISAL • 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

3. 3 Key’s Significant Factors • Performance objective must be communicated and acceptable • Performance monitored must be documented comprehensively • There must be feedback that can be discussed fairly

4. Performane Appraisal Procedure • 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

5. 4 Key Factor for Effective Appraisal Interview • Well-prepared condition (pre-conditioning) • Appropiate time frame and duration for interview • Conducive or favorable and supporting venue • Supervisor’s objectively in appraising performance

6. Appraisal Cycles Appraisal Planning Production report candidate preparation Feedback appraisal results

7. Appraisal Interview Procedure • 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

8. Providing Performance Feedback • 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

9. Procedure of Providing Feedback • 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)

10. Benefits We Get From Performance Feedback • 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 Supervisor

11. Characteristics of Beneficial Feedeback • 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

12. Performer Classification • 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

13. The Key Steps For High Performers • 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

14. The Key Steps For Satisfactory Performers • 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

15. The Key Steps For Low Performers • 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

16. USES OF PERFORMANCE APPRAISAL - performance improvement - compensation adjustment - placement decesion - training & development needs - career planning & development

17. - staffing process deficiencies - international inaccuracies - job-design-errors - equal emplyment opportunity - external challenges - feedback to human resources

18. ELEMENTS OF PERFORMANCE APPRAISAL SYSTEMS • PERFORMANCE STANDARDS • PERFORMANCE MEASURES

19. PERFORMANCE APPRAISAL CHALLENGES • 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

20. PAST ORIENTED APPRAISAL METHOD • RATING SCALES • CHECKLIST • FORCED CHOICE METHOD • CRITICAL INCIDENT METHOD • ACCOMPLISHMENT RECORDS • BEHAVIORALLY ANCHORED RATING SCALES • FIELD REVIEW METHOD • PERFORMANCE TEST AND REVIEW • COMPARATIVE EVALUATION APPROACH

21. FUTURE ORIENTED APPRAISALS • SELF-APPRAISAL • MBO • PSYCOLOGICAL APPRAISAL • ASSESSMENT CENTERS IMPLICATION APPRAISAL PROCESS : - training raters and evaluators - evaluation interviews

22. COMPENSATION AND PROTECTION • WAGES AND SALARIES • INCENTIVES AND GAINSHARING • BENEFITS AND SERVICES • SECURITY, SAFETY AND HEALTH

23. WAGES AND SALARIES • 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