performance appraisal

Examples of performance appraisal in the following topics:

• Performance appraisal

  • This broad definition, however, can allow for appraisals to be ineffective, even detrimental, to employee performance.
  • One significant problem in creating an appraisal process is that no single performance appraisal method will be perfect for every organization (Kulik, 2004).
  • 2+2: A relative newcomer in performance appraisal methodology, the 2+2 feedback system demonstrates how appraisals can be used primarily for improvement purposes.
  • Any individual administering performance appraisals must realize the two-way conversation that is occurring.
  • Often being seen as a strictly hierarchical feedback tool, performance appraisals can be less "scary" if employees have the opportunity to appraise their managers as well as their peers.

• Performing the appraisal

  • Performing an appraisal on employees can be nerve racking for both parties if the situation is not handled correctly, and is thus seen as one of the most difficult tasks managers face.
  • Many assume that performance appraisals are meant to identify weaknesses to be worked on, and exposing these weaknesses can be painful for employees.
  • Yearly performance reviews are becoming increasingly rare as companies begin to see the benefits of frequent appraisal.
  • Any individual administering performance appraisals must realize the two-way conversation that is occurring.
  • Often being seen as a strictly hierarchical feedback tool, performance appraisals can be less "scary" if employees have the opportunity to appraise their managers as well as their peers.

• Purpose of appraisals and creating an appropriate appraisal process

  • Historically, performance appraisals have been used by companies for a variety of different purposes, including salary recommendations, promotion and layoff decisions, and training recommendations (Kulik, 2004).
  • This broad definition, however, can allow for appraisals to be ineffective, even detrimental, to employee performance.
  • "Second only to firing an employee, managers cite performance appraisal as the task they dislike the most", and employees generally have a similar disposition (Heathfield, Performance Appraisals Don't Work).
  • One key item that is often forgotten during the appraisal process (by managers and employees alike) is that the appraisal is for improvement, not blame or harsh criticism (Bacal, 1999).
  • One significant problem in creating an appraisal process is that no single performance appraisal method will be perfect for every organization (Kulik, 2004).

• Performance Assessment

  • A performance appraisal is done to assess an employee's job performance and productivity on certain preestablished criteria and objectives.
  • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity, in relation to certain preestablished criteria and organizational objectives.
  • PA is often included in performance management systems.
  • How performance is managed in an organization determines to a large extent its success or failure.
  • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity in relation to certain preestablished criteria and organizational objectives.

• Appraisal methods

  • Numerous methods exist for gauging an employee's performance, and each provides strengths and weaknesses for given environments.
  • 2+2: A relative newcomer in performance appraisal methodology, the 2+2 feedback system demonstrates how appraisals can be used primarily for improvement purposes.
  • If the goal of the performance appraisal is employee improvement, this system can provide significant benefits; however, if the goals are more akin to compensation changes and rankings, the system provides little benefit.
  • Appraisal methodologies depend greatly on the type of work being done; an assembly worker will require a considerably different appraisal system than a business consultant.
  • Significant planning will be required to develop appropriate methods for each business unit in an organization in order to obtain maximum performance towards the appraisal goals.

• Staffing Roles

  • Managers perform job analyses for each of the roles they intend to manage.
  • This analysis includes hiring, training, compensation, performance appraisals, identification of gaps, and various compliance considerations.
  • Whether management does it on an ongoing basis, an annual basis, or a quarterly basis, most managers must consider the performance of their employees at one point or another.
  • This can be done formally (and often is at larger firms) or informally, and must include both past performance and the expectations set at the beginning of the appraisal period.
  • It is also relatively common to attach incentives to performance appraisals, to provide value when value is provided.

• The Mission of Human Resource Management

  • An HR manager at a firm such as an investment bank may work to recruit new researchers for the bank, train those entry-level researchers for other positions at the bank, monitor their performance throughout their tenure at the bank, and may determine their pay raises.
  • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity in relation to certain pre-established criteria and organizational objectives.
  • Remuneration is the total compensation that employees receive in exchange for the service that they perform for their employer.
  • The HR department plays a critical role in determining raises or bonuses based on employee performance.

• Giving and receiving feedback

  • When thinking about feedback in an organization, it is likely a person will think of performance reviews.
  • One common problem that managers overlook when reviewing performance is remembering that feedback is not all about forms.
  • While these forms are useful in documenting and appraising a person's performance, feedback should not be dictated by the type of form an organization uses.
  • Performance appraisals are often given at benchmarked times throughout the year.
  • Often, employees become defensive when they are receiving feedback on their performance.

• Promotions

  • When a person receives a promotion, they are rewarded for good performance by receiving a higher rank or position in the organization.
  • A promotion is the advancement of an employee's rank or position in an organizational hierarchy system .A promotion may be an employee's reward for a good performance, such as a positive appraisal.
  • In other industries, especially in private sector companies, a promotion to senior management may carry a number of benefits, such as stock options, a reserved parking space, a corner office with a secretary, and bonus pay for good performance.

• Quality costs

  • The four major types of quality costs are prevention, appraisal, internal failure, and external failure.
  • In addition, quality audits, sampling, and statistical process control also fall under the umbrella of appraisal costs.
  • Quality audits and sampling are also important appraisal costs.
  • Statistical process control (SPC) is the final type of appraisal cost.
  • SPC tracks on-going processes in manufacturing or service environments to make sure that they are producing the desired performance.