Presentation Title

Subtitle
 AGENDA
APPRAISAL
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PROCESS

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PRE APPRAISAL
APPRAISAL
POST APPRAISAL

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 INTRODUCTION
Definition:
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It is the process of evaluating individual job

performance as a basis for making objective

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personnel decisions.

Objective:
To motivate employees to adapt and
maintain behavior that leads to expected
performance

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 APPLICATIONS

performance appraisal and useful for making decision that

involves: Compensation
The major motivator of performance is financial reward.

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Linking performance with pay will result to attaining expected
output.

Placement Performance appraisal is required for decisions

concerning promotion, demotion and discharges .
Training and development Potential and weakness of an
employee are identified in performance appraisal, which is
necessary for training and development needs.

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 INTRODUCTION
.

Formal and Informal:

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Informal – done whenever the supervisor feels the need of it,

assessment is done during conversation of supervisor and employee.

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Formal - if it uses systematic appraisal system Characterized
by :Managers and subordinates share understanding about what has
to be accomplished
Performance is measured using some techniques.
Assessment of employee performance is done on a regular basis
semi-annual or annually.
During the assessment proceedings, the employee is well aware that
his performance is being assessed.

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 INTRODUCTION

Process:
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1. Establishment of performance standards.

2. Organization’s strategic goal basis to determine

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performance standard.
3. Joint superior-subordinate setting of measurable
goals.
4. Measurement of performance

5. What has been achieved must be measured

6. Compare performance with standard

7. Discuss result of appraisal with employee

8. When necessary, corrective action is initiated.

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APPRAISAL
PROCESS
 BENEFITS of APPRAISAL
A systematic appraisal of employees makes it possible to
achieve the following benefits.
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1. Encourage quality performance by rewarding those

who do well

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2. Improve current performance by giving workers
feedback
3. Identify training needs
4. initiate fair disciplinary proceedings
5. Provide a channel of communication between
managers and their subordinates.

6. 9

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 COMPONENTS of
APPRAISAL
.
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An Employee Performance Management System

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Consists Of These Components.
The preparation of organizational plans, including
the setting of objectives which are establish for all
levels down to the individual worker.
The implementation of the work by the individual
worker, accompanied by appropriate forms of
monitoring by the workers manager or
supervisor.

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 THE WAY TO
GET STARTED
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IS TO QUIT

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TALKING AND
BEGIN DOING.
Walt Disney

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 APPRAISAL METHODS
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TRADITIONAL CONTEMPORARY

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•
Work standard approach
• Behaviorally anchored rating scale
• Critical-incident • Goal-setting or management by
• Checklist objectives.
• Essay appraisal or free-form appraisal
• Graphic rating
• 360
• Ranking method • 720
• AlternationPaired comparison
• Forced distribution
• 1440
• Forced-choice rating

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 METHODS
WORK STANDARDS APPROACH-
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Involves setting a standard level of output and then

comparing every employee’s performance with the

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standard
CHECKLIST A list of behavioral descriptions is used
by the evaluator in the checklist appraisal. Items that Click icon to add picture
describe an employee’s behavior are checked off in
the list.
The items are presented in questions answerable by
either “yes” or “no”

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 METHODS
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GRAPHIC RATING SCALE- It uses a set of

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identified performance factors. Among the
factors assessed are quantity and quality of
work, job knowledge, cooperative spirit, Click icon to add picture
loyalty, dependability, attendance, honesty,
integrity, attitudes and initiative.

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 TRADITIONAL METHODS
.
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9 RANKING METHOD- It is used in comparing the

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performance of two or more employees.
ALTERATION- From the list of employees to be
evaluated, the evaluator prepares another list where Click icon to add picture
the individual names are entered and arranged
according to their value or importance
.PAIRED COMPARISON- Under this method the name
of the employee is paired with another and the
evaluator determines who is the better employee.

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 Traditional Methods
.
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FORCED-CHOICE RATING- It is one where the
rater must choose between two or more Click icon to add picture
specific statements about an employee’s
work behavior.

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 MODERN METHODS
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BEHAVIORALLY ANCHORED RATING SCALE--

The rating scale consists of scale values,

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which define specific categories of
performance and anchors, which are specific
written statements of actual behavior. Click icon to add picture

CRITICAL-INCIDENT APPRAISAL It is recorded

by an observer, indicating the employee’s
reaction towards certain event.

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 MODERN METHODS
GOAL SETTING or(MBO) Management by
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ObjectiveSteps:Employee and his superior jointly set goals.

Employee tries to meet the goal.

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Performance is evaluated against the goals.Employee and
supervisor jointly set new goals for the next time.Prerequisites:
The use of participative style of management. Click icon to add picture
Pinpointing which employee is responsible for which results; and
Providing performance feedback to concerned employees.

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 INFORMATION SOURCES
.
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SOURCES OF PERFORMANCE INFORMATION

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Supervisors
Able to make frequent observation from day to day activities of their
subordinates
.Peers Click icon to add picture
Equal ranks often work together and are provided with the
opportunity of observing one another while at work.
Subordinates
SelfThere is no better person to observe and employee but himself
CustomersProvides information of behavior of employee they
encounter.

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 ERRORS
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Halo error Single criterion

Leniency error

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Central tendency error
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Recency problem

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 OVERCOMING ERRORS

.
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1 
Using multiple criteria

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Emphasizing behavior rather than traits
Documenting performance behavior Using multiple
evaluators Click icon to add picture
Evaluating selectively
Training evaluators

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 ERRORS
.
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1 

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Halo error Single criterion Click icon to add picture
Leniency error
Central tendency error
Recency problem

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 ERRORS
.
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1 

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Halo error Single criterion Click icon to add picture
Leniency error
Central tendency error
Recency problem

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 APPRAISAL REVIEW
 An appraisal discussion or review session should have
an orderly structured.
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Opening;

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Remind employee of purpose of discussion and welcome
input from employee
Begin Discussion;
Discuss employee's self evaluation
Reach agreement on achievement in time period under
discussion
Set objective for next time period
Discuss action plan to overcome weaknesses

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 APPRAISAL REVIEW
 Counseling Employees with Problems
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Managers are called on to counsel

employees in a variety of situation, including

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appraisal discussions such
as; 1. Disciplinary interviews
2. Retrenchment exercise
3. Career development interview
4.Pre-retirementprogrammes

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 APPRAISAL REVIEW
 
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Managers need to offer a range of services to

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employees in order to promote productivity.
Helping employees perform satisfactorily may
require a combination of:
1. Non directive counseling
2. Advice giving
3. Information giving
4. Teaching and coaching

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 APPRAISAL REVIEW
 After the Appraisal Interview
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1. After a discussion has been held between

the supervisor and each of his

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subordinates, they should have appropriate
follow up action must be taken.
2. High performs should be rewarded with
bonuses or increment.
3. If the employee performance was below
standard, the manager will decide him to
have training or retraining.

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 APPRAISAL REVIEW
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1. Dealing with employee’s poor performance

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is an attempt must be made to improve the
employee performance.
2. Firing the ineffective employee may seem to
be a simple decision but it is also costly.
3. Continuing to employ poor performers is
bad for the morale of the employee himself,
his supervisor and his colleagues.

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 APPRAISAL REVIEW
 An effective appraisal scheme will make on
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employee identify which area that has not

meet the standard required.

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 APPRAISAL REVIEW
1.

Organizations have performance management

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systems to ensure each and every worker

performs to the best of his ability.

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2. A performance management system includes
a number of components including the setting
of objectives for the individuals worker,
3. training of the worker,
4. monitoring of the worker’s performance,
5. taking of appropriate follow up action after the
worker’s performance has been appraised.

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