PERFORMANCE APPRAISAL

1. PERFORMANCE APPRAISAL

2. A process by which organization evaluate individual job performance “The appraisal of each employee’s performance should be based on actual performance of the critical elements identified through job analysis”

3. Specific, Timely, Accurate, Identify impact to team or Dep’t Relevant, based upon observable behavior, compare actual behavior to expected behavior “STAIR” Each of these components must be considered when analyzing performance issues!

4. Uses of Performance Appraisal Performance of responsibilities of the job. Behavior in the workplace. Professional Development. Organizational support and encouragement of good performance. Correct poor performance and/or behavior and reestablish expectations of employer and employee.

5. Key elements of PA system Employee performance Performance appraisal Feedback Performance measures Performance-related standards HR decisions Employee records

6. PA process SKILL ABILITIES PERFORMANCE APPRAISAL (Standard vs Accomplishment) EFFORTS BEHAVIOR IMPROVEMENT (+)/(-) (-) (+) RECOQNITION

7. Appraisal Methods Past Oriented Appraisal, Employees can get feedback that my lead to renewed efforts at improved performance  Rating Scales  Checklists  Forced Choice Method  Critical Incident method  Accomplishment Records Future Oriented Appraisal, Focus on future performance by evaluating an employee’s potential or setting future performance goals  Self Appraisals  Management by Objectives  Psychological Appraisals  Assessment Centers

8.  Rating Scales, requires the rater to provide a subjective evaluation of an individual’s performance along a scale from low to high.  Checklists, requires the rater to select words or statements that describe the employee’s performance and characteristics.

9.  Forced Choice Method, requires the rater to choose the most descriptive statement in each pair of statements about the employee being rated.  Critical Incident method, requires the rater to record statements that describe extremely good or bad behavior related to the job performance. Recorded incidents include a brief explanation of what happened.  Accomplishment Records, these are employee-produced listings of accomplishments such as publications, speeches, leadership roles, and other professionally related activities

10.  Self Appraisals,give the employees an authority to appraise themselves. It can be a useful evaluation technique if the goal of evaluation is to further self-development.  Management by Objectives, consists of goals that are objectively measurable and mutually agreed on by the employee and manager.  Psychological Appraisals, psychologists are used for evaluations of the individual employee’s future potential.  Assessment Centers, are a form of standardized employee appraisal that relies on multiple types of evaluation and multiple raters

11. Rater biases  Halo effect (to )  Error of central tendency  Leniency and strictness bias  Cross cultural biases  Stereotyping (to   )  The recency events effect

12. Hallo effect ialah penilaian yang subjektif diberikan kepada pegawai, baik yang bersifat negative maupun positif yang berlebihan dilihatnya dari penampilan pegawai • Liniency adalah penilaian kinerja yang cenderung memberikan nilai yang terlalu tinggi dari yang seharusnya • Strickness adalah penilaian kinerja yang cenderung memberikan nilai yang terlalu rendah dari yang seharusnya

13. Central tendency adalah penilaian kinerja yang memberikan nilai rata-rata (sedang) kepada pegawai • Personal biases adalah penilaian kinerja memberikan nilai yang baik kepada pegawai senior, lebih tua usia yang bersifat dari suku bangsa yang sama

14. Reducing rater bias Training Biases and their causes should be explained The role of PA in employee decisions should be explained to stress the need for impartiality and objectivity Raters should apply subjective measures as a part of their training Feedback Raters should get feedback about theirprevious rating  Careful selection of PA techniques

15. HR management Provide an accurate picture of past and/or future employee performance Based on the job-related criteria PA Through an evaluation interview to get realistic view Feedback HR department performance ‘Quality control check’ of HR function

16. The Evaluation Interview The tell-and-sell method Communicates to employees their performance as accurately and directly as possible with little return feedback, but can lead to defensiveness The tell-and-listen interview Communicates to employees their strengths and weaknesses, but also allows for return feedback • This creates an environment that is less defensive and stressful to the employee

17. The Evaluation Interview (continued): The problem-solving interview Playing the role of helper more so than judge, the manager creates an environment through which the employee can discover his or her own developmental needs The mixed-model interview Allows for the problem solving interview in the beginning, where the subordinate leads off, and finishes with the tell-and-sell or tell-and-listen approaches if the subordinate has missed some important areas of his or her performance