○ What is performance evaluation?

○ “ The systematic review and evaluation of job performance as well as the provision of
performance feedback for the employee’s assign duties and performance.
1. Performance Evaluation it is formal and productive procedure to measure
an employee's work and results based on their job responsibilities. ... Performance
evaluation also plays a direct role in providing periodic feedback to employees, such
that they are more self-aware in terms of their performance metrics.
2. Based on the previous discussion, ideally, performance evaluations provide a stepping-
stone for the employee and supervisor to identify and discuss areas
where performance can be improved. It can also be an important opportunity
for employee and manager expectations to be reinforced or clarified.

○ Who and when evaluate performance?

○ Immediate Supervisor

○ Higher Management

○ Self-Appraisals

○ Peers (Co-Workers)

○ Evaluation Teams

○ Customers

○ “360° Appraisals”
When?

○ Evaluations will be completed on a calendar year basis.(there is a certain schedule)

○ Evaluations report must be submitted to Human Resources for salary/promotion

recommendation( for promotion and salary increase)
*teachers we have the assessment for promotion( the performance will be based on the
seminars attended-if its national / international- service record(the years of teaching
service, and of course achievement like the action research/intervention implemented
and others)
WHO SHOULD EVALUATE PERFORMANCE?

1. Immediate Supervisor
 Immediate Supervisor means any employee responsible for, or exercising any degree of
supervision or authority over another employee .
 Traditionally most common choice,Usually in excellent position to observe employee’s
job performance.
 Has responsibility for managing particular unit.
1. Immediate Supervisor means the person to whom the employee is directly
responsible (e.g., department head, principal).
2. Educational supervisors are the main administrators at educational institutions. A
principal or head teacher is the most common type of educational supervisor inside
the school.
3. Educational supervisors are responsible for overseeing all the administrative duties
at elementary and secondary schools, though they may sometimes work at
postsecondary institutions as well. An educational supervisor keeps the school
running. Budgets, teaching schedules, supplies, disciplinary actions, teacher and staff
evaluations, and communications with the public fall under the purview of
educational supervisors. They also have a hand or part in planning school events and
implementing curriculum.
4. Their Supervision is the by overseeing of the performance or operation of a person
or group. It is the act of watching over the work or tasks of another person who lack
full knowledge of the concept at hand. Supervision does not mean the control of
other but guidance in a work in professional or personal context.

2. Higher Management
 Senior management, executive management, upper management, or a management
team is generally a team of individuals at the highest level of management of
an organization who have the day-to-day tasks of managing that organization—
sometimes a company or a corporation.
 Upper/higher management includes individuals and teams that are responsible for
making the primary decisions within a company. Personnel considered to be part of a
 company's upper management are at the top of the corporate ladder and carry a
degree of responsibility greater than lower level personnel.
1. The functions of a school manager are to manage the school and formulate policies that
best suit the needs of the school as well as the overall interests of the students.
2. Executive managers hold executive powers delegated to them with and by authority of
a board of directors and/or the shareholders. Generally, higher levels
of responsibility exist, such as a board of directors and those who own the company
(shareholders), but they focus on managing the senior or executive
management instead of on the day-to-day activities of the business. The executive
management typically consists of the heads of a firm's product and/or geographic units
and of functional executives such as the chief financial officer, the chief operating
officer, and the chief strategy officer.[1] In project management, senior management
authorizes the funding of projects.[2]

3. Self - Appraisal
 If employees understand their objectives and the criteria used for evaluation, the are in
a good position to appraise own performance.
 Employee development is through self-development in this method.
 Self-appraisal may make employees more highly motivated.

1. Self-assessment OR APRRAISAL is also an option in the performance appraisal process,

2. The purpose of the evaluation process is to highlight strengths, correct performance
weaknesses, and develop unused skills and abilities. In order to do this, employee must
be willing to recognize areas that need improvement or development.
3. Self-appraisal, as the term suggests is the process where the employee reviews
his/her own performance. It is a process in which employees are given the
opportunity to scrutinize their own performance and assess their own strengths and
weaknesses. In this way, they can find out their areas of improvement and make a
list of their accomplishments over the year.(IPCRF –FOR PUBLIC, …

Self- appraisal is also for Career growth – While performing self-appraisals

employees get to know their strengths and weaknesses. They identify the areas in
 which they are weak and need improvements. The training needs are revealed. The
can also list down the roles which they enjoyed, projects they loved doing, future
preferences. These inputs can be provided to managers for better career prospects.
Self-appraisal is an opportunity for the employee not only to tell his boss about his
achievements but also problems that he is facing and what he requires from the
management to perform better. Even if self-appraisals do not have any impact on
compensation, it can certainly help the employee grow.

4. Customer Appraisal
Customers are given the chance to evaluate the company's services to determine if their
satisfaction level are met. The evaluation is done with the provision of evaluation
or appraisal forms.

Feedback: Employees crave feedback, and this process allows a manager the
opportunity to provide the employee with feedback about their performance and
discuss how well the employee goals were accomplished. It also provides an
opportunity to discuss employee development opportunities.

(I think for private school-this is usually done by the parents or students…when I was in
college we evaluate our teacher twice a year.)

That’s why we have also the suggestion box- device for obtaining employee input –
comments and suggestions – in hopes of improving internal processes and/or products
and of course for the performance of employee.

4. Peers and Team Members

- Provides insight and knowledge as workers are often in the best position to appraise a
colleague's performance. - Encourages a more inclusive team dynamic as colleagues
gain a deeper insight into the challenges their colleagues face.

1. Perhaps, the supervisor is not always knowledgeable enough to make a valid

assessment of employee performance. Another possible option is to use coworkers
or peers of the individual employee as appraisers.
2. Why should one do peer appraisal?
 • Employees can assess the skills of their co-workers much more clearly than
management because they work together.

• It helps in team-building. People understand that opinions of their colleagues are

important and one must build relationships.

• Since people trust their co-workers, they consider the feedback to be constructive.
It makes the process of skill improvement public and accountable.

5. 360ᴼ Appraisal
A 360-degree feedback (also known as multi-rater feedback, multisource feedback, or
multi source assessment) is a process through which feedback from
an employee's subordinates, colleagues, and supervisor(s), as well as a self-
evaluation by the employee themselves are gathered.

As a final option, we can do “all of the above.” The 360° evaluation, in effect, analyzes
individuals’ performance from all sides—from their supervisor’s viewpoint, from their
subordinates’ viewpoint, from customers’ viewpoint (if applicable), from their peers’
viewpoint, and using their own self-evaluation. Obviously, the 360° evaluation would
give us the most accurate, best possible analysis of individuals and their performance
within the company. DuPont developed 360° reviews back in 1973, but they are still
popular today.42 With the trend of structuring work in teams, peer evaluations are now
being used regularly.43 Those who fill out the appraisal form usually do so
confidentially. The feedback from all these people is used to evaluate and develop the
employee.
 1. CONFIDENTIAL REPORT
 This is a traditional form of appraisal used in most government organization. A
confidential report is a report prepared by the employee’s immediate superior. It cover
the strengths and weaknesses, main achievements and failure, personality and
behavior of the employee’. It is descriptive appraisal used for promotion and transfers
of employees.

 As mentioned it was mostly used in government organizations. A descriptive report

prepared by the employee’s immediate superior. The report highlights the strengths
and weaknesses of the subordinate. The impressions of the superior about the
subordinate are merely recorded and kept confidential without revealing the facts and
should only be viewed by authorized personnel.

 This confidential report is intended to be general assessment of work

performed by a Government servant subordinate to the reporting authority,
that such reports are maintained for the purpose of serving as data of
comparative merit when questions of promotion, confirmation, etc.
arise.
 2.Free Form or essay Method

 Under this method, the evaluator writes a short essay on the employee’s performance
on the basis of overall impression. The description is expected to be as factual and
concrete as possible. An essay can provide a good deal of information about the
employee especially if the evaluator is asked to give examples of each one of his
judgments.

 The rater writes a brief essay providing an assessment of the strengths, weaknesses and
potential of the subject. In order to do so objectively, it is necessary that the rater
knows the subject well and should have interacted with them.

3. Straight Ranking Method

1. In this method technique, the evaluator assigns relative ranks to all the employees in
the same work unit doing the same job. Employees are ranked from the best to the
poorest on the basis of overall performance. The ‘wholeman is compared with the
whole man’ without analyzing performance. The relative position of an employee is
reflected in his numerical rank.

3. The straight ranking method compares employees to each other, ranking them

from best to worst. ... An example of straight ranking would be a customer service
center that gave points for completed service tickets. Employers often post ranks
anonymously by employee number.
4. Paired Comparisons Method
This is a modified from of man to man ranking. Herein, each employee is compared will
all the others in pairs one at a time. The number of times an employee is judged better
then the others determines his rank. Comparison is made on the basis of overall
performance.

• 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.
• It is useful where priorities are not clear
• This method is not appropriate if a large number of employee are required to be
evaluated.

5. Forced Distribution Method

• In this technique, the rater is required to distribute his rating in the form of a normal
frequency distribution. The purpose is to eliminate the rater’s basis of central tendency.
Here also ranking technique is used. This method is highly simple to understand and
easy to apply

Abstract. The forced distribution method of performance evaluation derives its name

from the fact that those responsible for providing evaluations, the raters, are “forced”
to distribute ratings for the individuals being evaluated into a “prespecified”
performance distribution

Forced distribution is a method of employee performance appraisal that many

companies use. We also call it the forced distribution method, stacked ranking, or bell-
curve rating. It is a rating system that employers use to evaluate their workers.
Managers must evaluate each employee, usually into one of three categories, i.e., poor,
good, or excellent and Or other categories.

6. Graphic Rating Scales

It is a numerical scale indicating different degrees of a particular trait. The rate is given
a printed from for each employee to be rated. The form contains several characteristics
relating to the personality and performance of employees. Intelligence, quality of work ,
leadership skills, judgment, etc. are some of these characteristics. The rater records his
 judgment on the employee’s trait on the scale. The numerical points given to an
employee are added up to find out his overall performance a standing in the group.

The graphic rating scale, a behavioral method, is perhaps the most popular choice for
performance evaluations. This type of evaluation lists traits required for the job and
asks the source to rate the individual on each attribute. A discrete scale is one that
shows a number of different points. The ratings can include a scale of 1–10; excellent,
average, or poor; or meets, exceeds, or doesn’t meet expectations, for example.
A continuous scale shows a scale and the manager puts a mark on the continuum scale
that best represents the employee’s performance.

7. Checklist Method
A checklist is a list of statements that describe characteristics and performance of
employee on the job. We are familiar to this method.The ratter checks to indicate if
the behavior of an employee is positive or negative to each statement. The
performance of an employee is rated on the basis of number of positive checks.
A checklist method for performance evaluations lessens the subjectivity, although
subjectivity will still be present in this type of rating system. With a checklist scale, a
series of questions is asked and the manager simply responds yes or no to the
questions, which can fall into either the behavioral or the trait method, or both. Another
variation to this scale is a check mark in the criteria the employee meets, and a blank in
the areas the employee does not meet.

8. Critical Incidents Method

In this method the supervisor keeps a written record of critical events and how different
employee behaved during such events. The rating of an employee depends on his
positive/negative behavior during these events.

1. The Critical Incident Method of Performance Appraisal is defined by the Usability Body

of Knowledge as a “method of gathering facts (incidents) from domain experts or less
experienced users of the existing system to gain knowledge of how to improve the
performance of the individuals involved.

2. In the summer of 1944 a series of studies (74) was planned on the problem of combat
leadership in the United States Army Air Forces. These represent the first large-scale,
 systematic effort to gather specific incidents of effective or ineffective behavior with
respect to a designated activity.

9. Group Appraisal Method

Under this method, a group of evaluators assesses employees. This group consists of the
immediate supervisor of the employee, other supervisor having close contact with
employee’s work, head of the department and a personnel expert. The group
determines the standers of performance for the job , measures actual performance of
an employee, analyses the causes of poor performance and offers suggestions for
improvement in future.

1. The employees are rated by an appraisal group, consisting of their supervisor and
three or four other supervisors who have some knowledge of their performance. The
supervisor explains to the group the nature of his subordinates' duties.

10. Field Review Method

In this method, a training officer from the personal department interviews line
supervisors to evaluate their respective subordinates. The interviewer prepares in
advance the questions to be asked. By answering these questions a supervisor gives his
opinions about the level of performance of his subordinate, the subordinate’s work
progress, his strengths and weaknesses, promotion potential.

“MODERN METHODS”

1. Assessment Centre Method

An assessment centre is a group of employees drawn from different work units. These
employees work together on an assignment similar to the one they would be handling
when promoted. Evaluates observe and rank the performance of all the participants.
Experienced managers with proven ability serve as evaluators. This group evaluaters all
employees both individually and collectively by using simulation techniques like role
playing, business games and in basket exercises. Employees are evaluated on job
related characteristics considered important for job success. The evaluators observe
and evaluate employees as they perform jobs.
2. Human resources
Human resources are a valuable asset of any organisation. This asset can be valued in
terms of money. When competent, and well-trained employees leave an organisation
the human asset is decreased and vice versa. Under this method performance is judged
in terms of costs and contribution of employees. Costs of human resources consist of
expenditure on human resource planning, recruitment, selection, induction, training,
compensation, etc. Contribution of human resources is the money value of labour
productivity or value added by human resources is the money value of labour
productivity or value added by human resources.

3. Behavioral Anchored Rating Scales(BARS)

A BARS method first determines the main performance dimensions of the job, for
example, interpersonal relationships. Then the tool utilizes narrative information, such
as from a critical incidents file, and assigns quantified ranks to each expected behavior.
In this system, there is a specific narrative outlining what exemplifies a “good” and
“poor” behavior for each category. The advantage of this type of system is that it
focuses on the desired behaviors that are important to complete a task or perform a
specific job. This method combines a graphic rating scale with a critical incidents
system. The US Army Research Institute (Phillips, et. al., 2006) developed a BARS scale
to measure the abilities of tactical thinking skills for combat leaders.

1. What are Behaviorally Anchored Rating Scales (BARS)? ... Designed to add the

benefits of both qualitative and quantitative information to
the appraisal process, BARS measures an employee's performance against
specific examples of behavior that are given a number rating for the purpose of
collecting data.

4.Appraisal by Results or MBO

The concept of management by objectives(MBO) was developed by Peter Drucker in
1954. He called it management by objectives and self control’. Since then MBO has
became an effective and operational technique of performance appraisal and a
powerful philosophy of managing. It is also known as Work Planning and Review or
Goal setting approach to appraisal.

is a strategic approach to enhance the performance of an organization. It is

a process where the goals of the organization are defined and conveyed by the
management to the members of the organization. Organizational structures with the
intention to achieve each objective.

Management by objectives (MBOs) is a concept developed by Peter Drucker in his 1954

book The Practice of Management (Drucker, 2006). This method is results oriented and
similar to the work standards approach, with a few differences. First, the manager and
employee sit down together and develop objectives for the time period. Then when it is
time for the performance evaluation, the manager and employee sit down to review the
goals that were set and determine whether they were met. The advantage of this is the
open communication between the manager and the employee. The employee also has
“buy-in” since he or she helped set the goals, and the evaluation can be used as a
method for further skill development. This method is best applied for positions that are
not routine and require a higher level of thinking to perform the job. To be efficient at
MBOs, the managers and employee should be able to write strong objectives. To write
objectives, they should be SMART (Doran, 1981)