Anh Dang Jan Ruecker James Choi Jarrett Robbins Sakshi Sachdev Shan Moin Group B1 What is Performance Appraisal It is the process of obtaining analyzing ID: 526106
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Performance Appraisals
Anh Dang Jan Ruecker James Choi Jarrett Robbins Sakshi Sachdev Shan Moin
Group B1Slide2
What is Performance AppraisalIt is the process of obtaining, analyzing and recording information about the relative worth of an employee.The focus of the P.A is measuring and improving the actual performance of the employee and also the future potential of the employee.
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ApproachesTraditional P.A methods- quantitative tools to rate employees and are oriented to numerical or scalar ratingsCollaborative approach - management-by-objectives, work planning and review, 360°appraisals, peer review, etc.Approaches that fall in between the traditional numerical approach and collaborative techniques2Slide4
Benefits for the individualGaining a better understanding of their role Understanding more clearly how and where they fit in within the wider picture Improving understanding of their strengths and weaknesses and developmental needsIdentifying ways in which they can improve performance Providing an opportunity to discuss and clarify developmental and training needs
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Benefits to Managers/Team leadersOpportunitiesto hear and exchange views and opinions away from the normal pressure of work Identify any potential difficulties or weaknesses An opportunity to- plan for and set objectives for the next period Think about and clarify their own role
Plan for achieving improved performance Motivate members of the team 4Slide6
Benefits to the organisationA structured means of identifying and assessing potential Up-to-date information regarding the expectations and aspirations of employees Information on which to base decisions about promotions and motivation An opportunity to review succession planning Information
about training needs which can act as a basis for developing training plans5Slide7
Negative AspectsThe team’s target becomes secondaryTeamwork suffers from unfair appraisalsEnergy will get lostCooperation becomes competition The overall company’s vision does not play a significant role6Slide8
Negative AspectsMonetary reward is not the best motivatorMore losers than winners creates a negative atmosphereBehaviour is according to the targetPeople could act like they are supposed to
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Discrepancies with leadership theory“Leadership is the ability to unify participants behind common goals and maximise their potential for contribution.” (MBE Group B1)
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Discrepancies with leadership theory“Leadership is the ability to
unify participants behind
common
goals and
maximise
their potential for contribution
.”
(MBE Group B1)
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Leadership theories elementsLeadership grid (Psychological Theory)Holding informal meetings (PT)Developing the individual (Adair)Building and maintaining a team (Adair)Achieving the task (Adair)Help, support & understand people (EFQM)
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DemingEvaluation of performance is a deadly diseasePoint 8: Drive out fear
Point 9: Break Down the Barriers Between DepartmentsPoint 10: Eliminate Slogans, Exhortations and TargetsManagement should lead not supervise. Focus on the outcome must be abolished in favour of leadership
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Means to combat barriersRe-Design the appraisal process to minimise negative dynamics. 12Slide14
HowUncouple performance appraisal from development appraisalDefine specific performance & behavioural objectivesDisconnect the appraisal process from rewards system.
Recognise individual differences Communication Develop relationships Use of Self assessment in the formal appraisal process. 13Slide15
ConclusionPerformance Appraisal system has its placeUnderstanding its limitations to improve the system14Slide16
ReferencesBeer, M.,(1981) Performance appraisals dilemmas and possibilities, Organizational Dynamics, Winter 1981. AMACOM, a division of American Management Associations.Nicolls, Dr.
, (2005), Notes on Performance appraisals, Warwick Manufacturing Group, People in Organisations, course notes, [Feb. 2010].Warwick University MBE Homepage [2011]: http
://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/le
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Deming, W. E. (1986) Out of the crisis Cambridge, Mass:
MIT
Murphy, T. & Margulies, J (2004). Performance Appraisals. ABA
Labor
and Employment Law Section
Equal Employment Opportunity
Committee..
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