Employees Hates Performance Appraisal
Employees Hates Performance Appraisal
I/ Why almost employees hates performance appraisal?
1. Lack of information about the purpose of appraisal
Many employees are not even aware that a good or bad appraisal can impact their career prospects.
2. Time consuming process:
The highly complex questions which they have no answers to or highly complex competencies which they have never heard of confuse them.
3. Difficulty in writing appraisals:
Many employees have poor language skills and they are unable to communicate their performance in right language and support with data.
4. Lack of faith in the appraisal process:
Employee think that his/her manager doesn’t write appraisals based on employee’s performance but bias his/her decisions based on their personal relations with employees.
5. Lack of feedback after appraisal:
Many companies do not provide feedbacks to employees on their performance.
II/ How to decrease hating of employee?
1. HR manager should clearly define the purpose of appraisals to employees and to managers.
2. Train employees on writing appraisals: Another key to make employee appraisals effective is to provide training to employees on appraisal writing skills.
3. Provide effective feedback: After an appraisal is done, let employees have a copy of the appraisal, then you let them know how it impacted their salary, compensation and career.
4. Employees should be involved in appraisal process.
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Categories: Appraisal Overview, Compensation and Benefits, Performance management Tags: Performance Appraisal
Performance Improvement Plan?
Performance improvement plan?
1. What is Performance improvement plan (PIP) in Performance Management System?
A plan implemented by a manager or supervisor that is designed to provide employees with constructive feedback, facilitate discussions between an employee and his or her supervisor regarding performance-related issues, and outline specific areas of performance requiring improvement.
2. Other definitions:
2.1. PIP definition of nist.gov:
Performance Improvement Plan is a plan given to an employee whose performance is unsatisfactory in one or more critical elements for the purpose of identifying the deficiencies and how to correct them to attain and sustain performance at the Minimally Meets Expectations level.
2.2. PIP definition of Wikipedia
A Performance Improvement Plan or PIP is a set of explicit goals given to an employee to meet. These goals are usually given as a result of some failure, either dramatic or systemic, on the part of the employee.
Categories: Appraisal Overview, Compensation and Benefits, Performance management Tags: Improvement Plan
Difference between Performance Appraisal and Evaluation?
Difference between Performance Appraisal and Evaluation?
1. Definitions of Wikipedia about performance appraisal and evaluation:
A performance appraisal, employee appraisal, performance review, or (career) development discussion[1] is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor[2]. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization.
2. Performance appraisal definition of hr.unl.edu
hr.unl.edu/compensation/nuvalues/glossary.shtml
The method of evaluating an employee’s performance which involves tracking, evaluating and giving feedback on actual performance based on key behaviors/competencies established in the goals that support the achievement of the overall organizational mission.
3. Definition of job evaluation at wikipedia:
Job evaluation is the process of systematically determining a relative internal value of a job in an organization. In all cases the idea is to evaluate the job, not the person doing it. Job evaluation is the process of determining the worth of one job in relation to that of the other jobs in a company so that a fair and equitable wage and salary system can be established.
4. Dheerajgoyal ‘s point of views:
I guess the basic difference is that once is a process & another an outcome .. An appraisal has to be preceded by evaluation but the converse is not true .. An evaluation need not necessarily lead to appraisal , it may purely for providing development opportunities or a basic snapshot/track down of the current level of performance ..
5. Samvedan ‘s point of views:
Both lead to your/organization’s judgement as to the performance of the individual in question. Appraisal sounds more refined than the Evaluation, in that one is to “measure” against a yard-stick and the other is to judge (perhaps even without “measuring”.)
In that sense Appraisal tend to be understood as more “objective” and the Evaluation” appears to be more “subjective”. But this need not necessarily be so and how it will be depends upon the individual who appraises or evaluates, his training, his competence on the job and his own personality strengths and weaknesses.
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Categories: Appraisal Overview, Compensation and Benefits, Performance management Tags: Evaluation
Performance Appraisal Dictionary
Performance appraisal glossary / dictionary / terms
1. Performance appraisal: also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part of career development.
2. Paired Comparison Method: Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is the better Employee of the pair.
3. Forced Distribution Method: Similar to grading on a curve; predetermined percentages of ratees are placed in various categories.
4. Graphic Rating Scale: A scale that lists a number of traits and a range of performance for each. The employee is then rated by identifying the score that best describes his or her performance for each trait.
5. Alternation Ranking Method: Ranking employees from best to worst on a particular trait.
6. Critical Incident Method: Keeping a record of uncommonly good or undesirable examples of an employee’s work-related behavior and reviewing it with the employee at predetermined times.
7. Behaviorally Anchored Rating Scale (BARS): An appraisal method that aims at combining the benefits of narrative and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance.
8. Management By Objectives (MBO): Involves setting specific measurable goals with each employee and then periodically reviewing the progress made.
9. Unclear Performance Standards: An appraisal scale that is too open to interpretation; instead, include descriptive phrases that define each trait and what is meant by standards like “good” or “unsatisfactory.”
10. Halo Effect: In performance appraisal, the problem that occurs when a supervisor’s rating of a subordinate on one trait biases the rating of that person on other traits.
11. Central Tendency: A tendency to rate all employees the same way, avoiding the high and the low ratings.
12. Strictness / Leniency: The problem that occurs when a supervisor has a tendency to rate all subordinates either high or low.
13. Bias: The tendency to allow individual differences such as age, race, and sex to affect the appraisal rates these employees receive.
14. Appraisal Interviews: An interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths.
Categories: Appraisal Overview, Compensation and Benefits, Performance management Tags: Appraisal, Dictionary, Performance
Performance Appraisal Criteria
Performance appraisal criteria
1. Appraisal criteria of top management
• Extent of achievement of organizational goals.
• Contribution towards the society.
• Degree of organizational growth and expansion.
• Profitability and return on capital employed.
2. Appraisal criteria of middle managers
• Optimal use of resources.
• Performance of the departments or teams.
• Co-ordination with other departments.
• The communication with superiors and subordinates.
• Costs Vs. revenues for a given period of time.
3. Appraisal criteria of front line supervisors
• Quantity of actual output against the targets.
• Quality of output against the targets.
• Number of accidents in a given period.
• Rate of employee absenteeism.
Categories: Appraisal Overview, Compensation and Benefits, Performance management Tags: Appraisal, Criteria, Performance
Problems in Performance Appraisal
PROBLEMS IN PERFORMANCE APPRAISAL
1. Problems with leniency and strictness:
• The leniency bias crops when some raters have a tendency to be liberal in their rating by assigning higher rates consistently.
• Equally damaging one is assigning consistently low rates.
2. Problems with central tendency:
• Some raters appraise all the employees around the middle point of the rating scale and they avoid rating the people higher or lower level.
• They follow play safe policy because of answer ability to management or lack of knowledge about the job and person he is rating or least interest in his job.
3. Problems with personal prejudice:
If the rater dislikes any employee, he may rate them at the lower end and this may distort the rating purpose and affect the career of these employees.
4. Problems with halo effect:
• To minimizing the halo effect, you should appraise all the employees by one trait before going to rate on the basis of another trait.
• A person outstanding in one area tends to receive outstanding or better than average ratings in other areas as well, even when such a rating is undeserved
5. Problems with recent performance effect:
In general, raters remember the recent appraisal of the employee and they usually follow appraisal results last time.
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Benefits of Performance Appraisal
Benefits of performance appraisal
I/ For the appraisee:
1. Increased motivation and job satisfaction.
2. Clear understanding of what is expected and what needs to be done to meet expectations.
3. Opportunity to discuss aspirations and any guidance, support or training needed to fulfill these aspirations.
4. Improved working relationships with the superior.
5. Opportunity to overcome the weaknesses by way of counseling and guidance from the superior.
6. Increased sense of personal value as he too is involved in the appraisal process
II/ For the appraiser:
1. Opportunity to develop an overview of individual jobs.
2. Opportunity to identify strengths and weaknesses of appraisees.
3. Increased job satisfaction.
4. Opportunity to link team and individual objectives with department & organizational objectives.
5. Opportunity to clarify expectations that the manager has from teams and individuals.
6. Opportunity to re-prioritize targets.
7. Means of forming a more productive relationship with staff based on mutual trust and understanding.
8. Due to all above Increased sense of personal value
III/ For the company:
1. Improved performance throughout the organization due to:
• Increased sense of cohesiveness and loyalty.
• Managers are better equipped to use their leadership skills and to develop their staff.
• Effective communication of organization’s objectives and values.
2. Improved overview of tasks performed by each member of a group.
3. Identification of ideas for improvement.
4. Creation and maintenance of a culture of continuous improvement.
5. Communication to people that they are valued.
Categories: Appraisal Overview, Compensation and Benefits, Performance management Tags: Benefits, Performance Appraisal
Purpose of Performance Appraisal
Purpose of performance appraisal include elements as follows:
1. Career Development
• This provides an opportunity for discussion of career objectives, and creation of a strategy designed to maximize career potential.
• To provide an opportunity for career counseling
• To help in succession planning.
• To assess training needs
• To plan for career development
• To assess and develop individual abilities
• To provide an objective basis on which to base decisions about training and promotion
2. Feedback
• As well, feedback is encouraged in both directions: as such, employees are encouraged to prepare ratings of their supervisors.
• To provide constructive feedback to the individual regarding how their performance is seen.
• This provides a structured format for the discussion of performance issues
• on a regular basis.
• Feedback either reinforces performance strengths, or provides the opportunity to discuss resolution of performance deficiencies.
3. Administrative Uses of Performance appraisal
• Salary
• Promotion
• Retention/termination
• Recognition of performance
• Layoffs
• Identification of poor performers
4. Performance History
• This provides a performance history which is not dependent upon human memory, and which may be useful in the full range of personnel decisions, including compensation decision-making.
• To review past and present performance, identifying strengths and weaknesses.
5. Organizational Goals
• To clarify, for the individual, organizational expectations
• This provides an opportunity to view one’s performance in the context of broader organizational goals.
• To assess future promotion prospects and potential
• To set objectives for the next period
6. Job Standards
This provides an opportunity for clearer articulation and definition of performance expectations.
7. Documentation use of of Performance appraisal
• Documentation for HR decisions
• Helping to meet legal requirements
Categories: Appraisal Overview, Compensation and Benefits, Performance management Tags: Performance Appraisal, Purpose
What is Performance Appraisal
What is performance appraisal?
1. Definition of Performance appraisal of Wikipedia
Performance appraisal, also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part of career development.
2. Definition of Performance appraisal of Washington University:
Any system of determining how well an individual employee has performed during a period of time, frequently used as a basis for determining merit increases.
3. Definition of personalpsychologie.com
In personnel psychology, this term is used for the evaluation of the performance of an employee or a group measuring their contributions to the goals of the organization by reference to traits, behavior and results.
Categories: Appraisal Overview, Compensation and Benefits, Performance management Tags: Performance Appraisal