Published on December 21, 2013
Guest Lecture for Students of SriJayawardanapura University(SriLanka) 23.12.2013
What is PERFORMANCE ?
What are the dimensions of PERFORMANCE?
What is PERFORMANCE MANAGEMENT? & Why?
What to Appraise?
When to Appraise?
Who ? How?
Jayadeva de Silva
Appraiser Appraisal Method Appraisee Jayadeva de Silva Outcomes
Rater errors and bias The influence of liking Organizational politics Whether to focus on the individual or the group Legal issues Jayadeva de Silva
Their mistakes.. misbehaviors.. unacceptable attitudes.. failures…. BUT .. Jayadeva de Silva Make a fuss about the good work of people
‘Praise’ motivates Praise’ encourages ‘Praise’ stimulates right behaviour that leads to right perormance Jayadeva de Silva Praise as it happens & when it happens And correct (mistakes)on the spot
Trait-based Information Job Performance? Behavior-based Information Results-based Information Jayadeva de Silva
Performance Standards Expected levels of performance ▪ Benchmarks ▪ Goals ▪ Targets Characteristics of Well-defined Standards Realistic Measurable Clearly understood Jayadeva de Silva
Performance Appraisal Administering Wages and Salaries Jayadeva de Silva Giving Performance Feedback Identifying Strengths and Weaknesses
Trait Appraisal An appraisal tool that asks a supervisor to make judgments about worker characteristics that tend to be consistent and enduring. Behavioral Appraisal An appraisal tool that asks managers to assess a worker’s behaviors. Outcome Appraisal An appraisal tool that asks managers to assess the results achieved by workers. Jayadeva de Silva
Ex: A fire, sudden breakdown, accident Workers reaction A B C D E informed the supervisor immediately Become anxious on loss of output tried to repair the machine Complained for poor maintenance was happy about forced rest Jayadeva de Silva scale 5 4 3 2 1
Jayadeva de Silva
Dear Manager (HR), Vivek, my assistant programmer, can always be found hard at work in his cubicle. Vivek works independently, without wasting company time talking to colleagues. Vivek never thinks twice about assisting fellow employees, and he always finishes given assignments on time. Often Vivek takes extended measures to complete his work, sometimes skipping coffee breaks. Vivek is a dedicated individual who has absolutely no vanity in spite of his high accomplishments and profound knowledge in his field. I firmly believe that Vivek can be classed as a high-calibre employee, the type which cannot be dispensed with. Consequently, I duly recommend that Vivek be promoted to executive management, and a proposal will be sent away as soon as possible. Signed - Project Leader Jayadeva de Silva
NB: That stupid idiot was reading over my shoulder when I wrote the report sent to you earlier today. Kindly read only the odd lines (1, 3, 5, 7, 9,11, 13) for my true assessment of him Jayadeva de Silva
•Simple checklist method •Weighted checklist method •Forced choice method Jayadeva de Silva
Is employee regular Is employee respected by subordinate Is employee helpful Does he follow instruction Does he keep the equipment in order Jayadeva de Silva Y/N Y/N Y/N Y/N Y/N
weights Regularity Loyalty Willing to help Quality of work Relationship Jayadeva de Silva 0.5 1.5 1.5 1.5 2.0 performance rating (scale 1 to 5 )
Criteria 1.Regularity on the job •Always regular •Inform in advance for delay •Never regular •Remain absent •Neither regular nor irregular Jayadeva de Silva Rating Most Least
• • Continuous Rating Scale Discontinuous Rating Scale Jayadeva de Silva
Employee name_________ Deptt_______ Rater’s name ___________ Date________ -----------------------------------------------------------------------Exc. Good Acceptable Fair Poor 5 4 3 2 1 _ Dependability Initiative Overall output Attendance Attitude Cooperation Total score Jayadeva de Silva
Indifferent Enthusiastic Attitude No Interest Jayadeva de Silva Interested Very enthusiastic
Step 1. Identify critical incidents Step 2. Select performance dimension Step 3. Retranslate the incidents Step 4. Assign scales to incidents Step 5. Develop final instrument Jayadeva de Silva
Attended every day 10 Not exceeding 2 approved leaves 07 Not exceeding 5 approved leaves 05 Not exceeding 7 approved leaves 02 Exceeding 7 approved leaves 00 Jayadeva de Silva
Lending an library item Marks 1 Lend the chosen item within 30 sec accurately 1 2 Lend the chosen item within 30 sec accurately with positive appearance 2 3 Lend the chosen item within 30 sec accurately with positive appearance & positive remarks using common name 3 4 Lend the chosen item within 30 sec accurately with positive appearance & remarks using common name & inquire experience 4 5 Lend the chosen item within 30 sec accurately with positive appearance & remarks using common name & inquire experience to get sp wants while being ready to assist 5 Jayadeva de Silva
Figure 11–10 Jayadeva de Silva
Figure 11–6 Jayadeva de Silva
Job Review and Agreement Development of Performance Standards Guided Objective Setting Continuing Performance Discussions Jayadeva de Silva
Employee Rank A 2 B 1 C 3 D 5 E 4 Jayadeva de Silva
A A - B - C - D + E Final Rank + 3 B + - - + + 2 C + + - + + 1 D - - - - + 4 E - - - - - 5 No of Positive evaluation Total no. of evaluation * 100 = employee evaluation Jayadeva de Silva
Figure 11–9 Jayadeva de Silva
Group Appraisal Ranking Paired comparison Forced distribution Performance tests Field review technique Jayadeva de Silva
Performance Dimension subordinate peers Leadership ^ Communication ^ ^ customer ^ Interpersonal skills superior ^ ^ Decision making ^ ^ ^ Technical skills ^ ^ ^ Motivation ^ ^ ^ Jayadeva de Silva
Jayadeva de Silva
Every unit of Money RS /$ Every unit of Time Every unit of Land Every unit of Energy Every unit of Raw Material Every Labor hour& Every Machine hour Jayadeva de Silva
For top managers Return on capital employed Contribution to community development Degree of upward communication from middle- level executives Degree of growth and expansion of enterprise. Jayadeva de Silva
Departmental performance Coordination among employees Degree of upward communication from supervisors Degree of clarity about corporate goals and policies Jayadeva de Silva
Quality and quantity of output in a given period Labor cost per unit of output in a given period Material cost per unit in a given period Rate of absenteeism and turnover of employees No of accidents in a given period Jayadeva de Silva
The Trait Approach Moderately Decisive Indecisive How decisive is the individual? Jayadeva de Silva 1 2 3 Very Decisive 4 5
The Behavioral Approach Teamwork (check the box that best describes this individual’s behavior) Jayadeva de Silva Works alone on all projects Teams up with others on most major projects Works alone on most projects Teams up with others on all major projects Works alone about half the time
TThe Results Approach Key result area: Unit Sales 12-month goal: 12,000 units Actual results: 10,500 units Comments________________________________ ________________________________________ ________________________________________ ________________________________________ Jayadeva de Silva
Figure 11–3 Jayadeva de Silva
Figure 11–5 Jayadeva de Silva
Figure 11–12 Jayadeva de Silva
Lenient Rating Same As Me Halo Effect Latest Behavior Different From Me Horn Effect Initial Impression Central Tendency Sampling Error Strict Rating Status Effect Jayadeva de Silva Varying Standards Contrast Effect
Figure 11–11 Jayadeva de Silva
Decide performance policies (to whom/when/by whom) Set performance objectives Determine performance criteria & standards (attributes/behaviour/competencies/results) 4. Decide Evaluation method (quality scale/right statement marking /essays/exams/critical incidents/self evaluation/MBO/BARS) 5. Draft the evaluation form 6. Train the appraisers & appraisees 7. Appraise 8. Discuss appraised results 9. Store data 10. Make decisions 1. 2. 3. Jayadeva de Silva
Jayadeva de Silva (Humantalents Group) 20.12.2013 18:00:48
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