PERFORMANCE APPRAISAL - Dr. V. THANIKACHALAM
PERFORMANCE EVALUATION •Confidential Reports •Service Book •Measurable •Production-related Factors •Unmeasurable •Non-production Oriented
FORMAL EVALUATION PROCESS •Instrument •Self-evaluation •Evaluation by Head of the Department/ line manager •Reports •Counseling
REWARDING HUMAN RESOURCES •Pay Increase •Incentives •Job Enrichment •Recognition
OBJECTIVE, UNCONTAMINATED DATA
•Formal, Standardized System
INDIPENDENT EVALUATOR
RATINGS ON TRAITS SHOULD BE AVOIDED
THE CONTENT OF THE APPRAISAL FORM SHOULD BE BASED ON THE JOB ANALYSIS
EMPLOYEES SHOULD BE PROVIDED WITH AN OPPORTUNITY TO REVIEW THEIR APPRAISALS
FORMAT OF EVALUATION 1. Establish performance standards for each position and the criteria for evaluation 2. Establish performance evaluation policies 3. Discuss the evaluation with employees 4. Make the decision 5. Counsell the faculty / staff with a copy of the report
ESTABLISH CRITERIA OF EVALUATION
•Reliability •Relevance •Sensitivity •Practicality
SET POLICIES
•Who evaluates •When •How often
PROBLEMS OF PERFORMANCE EVALUATION SYSTEM a. System design and operating difficulties b. Problems with the rater 1. Problems with standards of evaluation 2. Halo effect 3. Leniency or harshness rating error 4. Central tendency error 5. Lecency of events’ rating error 6. Contract effect 7. Personal biases
EMPLOYEES’ PROBLEMS WITH PERFORMANCE EVALUATION
1. Employees don’t understand the system or its purpose 2. Employees are not work-oriented 3. Evaluation may be below the employee’s expectation
FEEDBACK EVALUATION INFORMATION
•Can be effective, if -the evaluation information is meaningful -clear, and -helpful
FEEDBACK EVALUATION CAN BE QUITE STRESSFUL, IF
•The evaluation is considered unfair, -inaccurate, and -poorly designed
ULTIMATE
•Properly Prepared performance evaluation can contribute to the organizational objectives and employees’ development and satisfaction.
Thank you • Your questions, please. • vthani2025@yahoo.in