PERFORMANCE APPRAISAL

COMMON ERRORS IN APPRAISAL PROCESS

Halo error :Gives rating on all jobs based on performance in just one job function. Horn error :Down grading an employee based on one poor performance. First impression error : Developing a negative and positive opinion of an employee early in the review Recency error: Allowing either good or poor performance to play large role for entire period.

CONT
Leniency error: Consistently rating someone higher than is deserved. Severity error : Rating individuals consistently lower than deserved. Central tendency error: Avoiding extremes in rating across employees. Spillover error: Continuing to downgrade employee for performance errors in prior rating periods.

STRATEGIES TO MEASURE JOB PERFORMANCE

Defining job performance in terms of Task performance : How the employee perform the responsibility of their job Counter productive performance : Negative behavior employee show. Measuring job competencies or personal competencies Identifying best appraisal format Using multiple raters(supervisors ,peers ,subordinates , customers ,self) Translating information about job performance to performance ratings

IMPROVE APPRAISAL FORMAT

Methods of ranking : Straight ,alternate ranking and paired comparison Rating scale with absolute standards Rating scale with behavior scale indicators Management by objectives Essays

SELECT THE RIGHT RATERS

Supervisor Peers Self Customer Subordinate 360-degree feedback

UNDERSTAND HOW RATERS PROCESS INFORMATION

Errors in rating process Errors in observation Errors in storage and recall Errors in actual evaluation

TRAINNIG RATERS TO RATE MORE ACCURATELY

Rate-error training : It include the following errors: severity error,

leniency error and the central tendency error. central tendency error- This occurs when supervisors avoid rating their employees either very high or very low. OR Some supervisors tend to rank all employees at about average, regardless of an employee's performance. A supervisor who believes in never rating an employee as excellent is demonstrating central tendency error.

Performance-dimension training : such as customer

service he or she will likely be rated high on another performance dimensions such as leadership skills.

Performance standard training

TYING PAY TO SUBJECTIVELY APPRAISED PERFORMANCE Measuring the performance by behavior ,competencies or traits Setting some continuum of different levels from low to high on performance measures How much merit increase given for different level of performance Merit grid combine three variables like level of performance , position in pay range and merit increase percentage