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Performance Appraisal Process - Performance And Potential Appraisal
Human Resources Management - Performance And Potential Appraisal
Performance Appraisal Process - Performance And Potential Appraisal
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Performance appraisal can be undertaken either on informal basis or on formal and systematic basis.
Performance Appraisal Process
Performance appraisal can be undertaken either on informal basis or on formal and systematic basis. In comparatively smaller organizations appraisal either based on traits or performance or a combination of both, is done informally through the observation of concerned employees. In larger organization, appraisals are more systematic as evaluation reveals lot of useful information.
Following is the systematic performance appraisal
The first step in the systematic appraisal system is to define the objectives of the appraisal itself. Appraisal is used for different purposes from motivating the appraisee in controlling their behaviour. In each
Appraisal is done in the context of certain norms or standards. These may be in the form of various traits of the appraisee or their expected work performance results. Since one of the basic long-term objectives is to improve performance, appraisal is more performance oriented. Hence performance norms are to be specified in the beginnings of the period for which appraisal is concerned.
In the design for appraisal programme, types of personnel to act as appraisers, appraisal methodology and types of appraisal are all to be decided. Ideally speaking all personnel of the organization should be covered by the appraisal system. But generally various organizations keep lower level employees out of the purview of formal appraisal. Generally, the superior concerned appraises his subordinates. However, the present trend in appraisal suggests the concept of 360 degree appraisal, which involves appraisal by the appraisee himself known as self appraisal as well as appraisal by the other stake holders who are operationally related to the performance of the appraisee. The next issue is the methodology to be used in appraisal system. Should it be through structured forms and questionnaire or personal interview of the appraisee or a combination of both is to be decided. Along with this the time period and tuning of the appraisal should be decided.
In implementing appraisal programme, the appraisal is conducted by the appraisers and they may also conduct interview if it is provided in the appraisal system. The results of the appraisal are communicated to HR department for follow up actions which should be oriented towards the objectives of the appraisal.
Appraisal feedback is the most crucial stage in appraisal process. If they are rated high or performance highly applauded, naturally they are happy and feel their self – esteem is high. On the other if they are rated low they resent, cry and may even be ill-tempered. But the fact is fact. Even in such cases, their plus points should be listed out. Their weaknesses may be put clearly through counselors and advised.
Rewards, promotions, training and patting on the back follow in the post – appraisal action
Performance appraisal can be undertaken either on informal basis or on formal and systematic basis. In comparatively smaller organizations appraisal either based on traits or performance or a combination of both, is done informally through the observation of concerned employees. In larger organization, appraisals are more systematic as evaluation reveals lot of useful information.
Following is the systematic performance appraisal
Defining Objectives
The first step in the systematic appraisal system is to define the objectives of the appraisal itself. Appraisal is used for different purposes from motivating the appraisee in controlling their behaviour. In each
Defining Appraisal Norms
Appraisal is done in the context of certain norms or standards. These may be in the form of various traits of the appraisee or their expected work performance results. Since one of the basic long-term objectives is to improve performance, appraisal is more performance oriented. Hence performance norms are to be specified in the beginnings of the period for which appraisal is concerned.
Designing Appraisal Programme
In the design for appraisal programme, types of personnel to act as appraisers, appraisal methodology and types of appraisal are all to be decided. Ideally speaking all personnel of the organization should be covered by the appraisal system. But generally various organizations keep lower level employees out of the purview of formal appraisal. Generally, the superior concerned appraises his subordinates. However, the present trend in appraisal suggests the concept of 360 degree appraisal, which involves appraisal by the appraisee himself known as self appraisal as well as appraisal by the other stake holders who are operationally related to the performance of the appraisee. The next issue is the methodology to be used in appraisal system. Should it be through structured forms and questionnaire or personal interview of the appraisee or a combination of both is to be decided. Along with this the time period and tuning of the appraisal should be decided.
Implementation
In implementing appraisal programme, the appraisal is conducted by the appraisers and they may also conduct interview if it is provided in the appraisal system. The results of the appraisal are communicated to HR department for follow up actions which should be oriented towards the objectives of the appraisal.
Appraisal Feedback
Appraisal feedback is the most crucial stage in appraisal process. If they are rated high or performance highly applauded, naturally they are happy and feel their self – esteem is high. On the other if they are rated low they resent, cry and may even be ill-tempered. But the fact is fact. Even in such cases, their plus points should be listed out. Their weaknesses may be put clearly through counselors and advised.
Post – Appraisal Action
Rewards, promotions, training and patting on the back follow in the post – appraisal action
Tags : Human Resources Management - Performance And Potential Appraisal
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