1 Presented by ; Prof. DR. Eka Afnan Troena PERFORMANCE APPRAISAL

2 PERFORMANCE APRAISAL The process by which organizations evaluate individual job performance OBJECTIVE : - is develop the capability and potential of the subordinate in realizing his/her performance - through Performance Appraisal, a supervisor can help his/her to develop career in the organization

3 3 Key’s Significant Factors Performance objective must be communicated and acceptable Performance monitored must be documented comprehensively There must be feedback that can be discussed fairly

4 Performane Appraisal Procedure Collect performance data of the subordinate and compare it to the predefined and communicated performance standard in order to know which performance must be improved Review the subordinate’s performance with your manager in order to get his/her opinion. This will be more objective Appraisal interview with subordinate is the core activity of the Performane Appraisal

5 4 Key Factor for Effective Appraisal Interview Well-prepared condition (pre- conditioning) Appropiate time frame and duration for interview Conducive or favorable and supporting venue Supervisor’s objectively in appraising performance

6 Appraisal Cycles Appraisal Planning Production report candidate preparation Feedback appraisal results

7 Appraisal Interview Procedure Create constructive condition before strating interview e.g. by shaking hand Try to get self-evaluation from subordinate. Let him/her to elaborate Tell the subordinate his/her strengths and weaknesses Create conducive situation to encaourage the subordinate to convey opinion Specify improvement plan that will be done and plan the next objective

8 Providing Performance Feedback Performance feedback is all information related to the performance submitted by a subordinate,e.g. productivity, behaviour In ordr to appraise the subordinate’s performance properly and more productively, a supervisor has to possess a good communication capability The most important part of the performance apparaisal interviews is providing feedback to the subordinate especially for the negative feedback

9 Procedure of Providing Feedback A supervisor has to make his/her subordinate understand on what he/she submit The subordinate has to be able to accept it Specifying realistic improvement action plan (SMART)

10 Benefits We Get From Performance Feedback Create subordinate’s anthusiasm to clarify problems as soon as possible A supervisor has the willingness to discuss about performance problems The subordinate’s has the willingness to understand and change his/her working behaviour to improve performance Working condition is better and better, and it is stimulating motivation Subordinate’s self-confidance is better to solve problem without assistance of the Supervisor

11 Characteristics of Beneficial Feedeback Feedback must be descriptive Feedback must be observable Feedback must be qualified (clear) Feedback must not be evaluative It is submitted by using sympathetic statements Provided as soon as possible after being observed

12 Performer Classification High performers : always achieves the target what-ever the condition Satisfactory performers : in nirmal condition, the target is realized Low performers : never achieves the target

13 The Key Steps For High Performers Provide a positive support for instance : personal appreciation Provide supports to eliminate problems and abstacles Give insight to the subordinate to develop his/her future career Assist the subordinate to appreciate him/herself as an informal leader

14 The Key Steps For Satisfactory Performers Clarify each problem & obstacle related to his/her performance Focus your attention to specific matters that must be improved Find out solution to solve the problem and give positive support

15 The Key Steps For Low Performers Focus and direct subordinate attention to his/her main tasks and responsibility Encourage the subordinate to introspect and accept his/her low performance Evaluate the causes of such performance together with the subordinate Give your attention to the improvement efforts that will be carried-out Convince the subordinate that he/she can realize better performance

16 USES OF PERFORMANCE APPRAISAL - performance improvement - compensation adjustment - placement decesion - training & development needs - career planning & development

17 - staffing process deficiencies - international inaccuracies - job-design-errors - equal emplyment opportunity - external challenges - feedback to human resources

18 ELEMENTS OF PERFORMANCE APPRAISAL SYSTEMS PERFORMANCE STANDARDS PERFORMANCE MEASURES

19 PERFORMANCE APPRAISAL CHALLENGES LEGAL CONSTRAIN RATER BIASES - halo effect - error of central tendency - leniency and stricness bias - cross-cultural biases - personal prajudice - the recency effect – reducing rater bias

20 PAST ORIENTED APPRAISAL METHOD RATING SCALES CHECKLIST FORCED CHOICE METHOD CRITICAL INCIDENT METHOD ACCOMPLISHMENT RECORDS BEHAVIORALLY ANCHORED RATING SCALES FIELD REVIEW METHOD PERFORMANCE TEST AND REVIEW COMPARATIVE EVALUATION APPROACH

21 FUTURE ORIENTED APPRAISALS SELF-APPRAISAL MBO PSYCOLOGICAL APPRAISAL ASSESSMENT CENTERS IMPLICATION APPRAISAL PROCESS : - training raters and evaluators - evaluation interviews

22 COMPENSATION AND PROTECTION WAGES AND SALARIES INCENTIVES AND GAINSHARING BENEFITS AND SERVICES SECURITY, SAFETY AND HEALTH

23 WAGES AND SALARIES OBJECTIVE OF COMPENSATION MANAGEMENT - acquire qualified personnel - retain current employment - ensure quality - facilitate understanding - reward desire behaviour - control costs - further adm efficiency - comply with legal regulaions