Group 6: Shreya Muralidhar-52 Varuna Singh-54 Rohan Gulati-56 Pravesh Dhavale-58 Siddhartha Jana-60
and an impartial rating of an employees excellence in the matters pertaining to his present job and his potential for a better job.
y It helps to evaluate ones achievements and ones
OBJECTIVES
y To review the performance of the employees over a given period of y y y y y y y
time. To judge the gap between the actual and the desired performance. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. To provide feedback to the employees regarding their past performance. Form a basis of personal decisions . Eg: salary increases, bonuses and promotions. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge effectiveness of other human resource functions such as recruitment, selection, training and development. To reduce the grievances of the employees.
Traditional Methods
1. Paired comparison 2. Graphic Rating scales 3. Forced choice Description method 4. Forced Distribution Method 5. Checks lists 6. Free essay method 7. Critical Incidents 8. Group Appraisal 9. Field Review Method 10.Confidential Report 11.Ranking
Modern Methods
1. Assessment Center 2. Management by Objectives 3. Human Asset Accounting 4. Behaviorally Anchored Rating scales 5. 360 Degree Appraisal
Traditional Methods
y FORCED DISTRIBUTION
The evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve.
y GRAPHIC RATING SCALE
An employees quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. For example: Job Knowledge may be judged as average, above average, outstanding or unsatisfactory.
No. of employees
40%
20%
10% Excellent
0
Slow to take decisions
5
Take decisions after careful consideration
15
Take decisions in consultation with others whose views he values
20
Take decisions without consultation
y CHECKLIST METHOD
The rater is given a checklist of the descriptions of the behaviour of the employees on job on the basis of which the rater describes the job performance of the employees. y FIELD REVIEW A senior member of the HR department discusses and interviews the supervisors to evaluate and rate their respective subordinates. y STRAIGHT RANKING METHOD The appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation.
y PAIRED COMPARISON
This method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings.
y CRITICAL INCIDENTS METHODS
The evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. The drawback of this method is that the supervisor has to note down the critical incidents and the employee behaviour as and when they occur.
^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^
^ ^ ^
Workers A B C D E
Reaction Informed the supervisor immediately Become anxious on loss of output Tried to repair the machine Complained for poor maintenance Was happy to forced test
scale 5 4 3 2 1
Person rated
As compared A A + B + C + +
+ + + +
+ + -
+ + B
+ +
+ -
+ -
+ +
Modern Methods
Management By Objective
The superior and subordinate managers jointly fix common objectives. The superior and subordinate managers jointly make plans for achieving the objectives. The subordinate manager implements the plans. Then the actual performance of the subordinate manager is compared with the objectives and the deviations are found out. Necessary Corrective Action is taken or the plans are modified.
Assessment Centre
y An assessment centre for Performance appraisal of
an employee typically includes: Social/Informal Events Information Sessions Assignments being given to group of employees to assess their competencies to take higher responsibilities in the future. y The major competencies judged in assessment centers: interpersonal skills, intellectual capability, planning and organizing capabilities, motivation, career orientation.
depict the Potential of the Employees in Monetary Terms. y Examined from 2 direction:
Cost of Human Resource-expenditure incurred in
recruiting, staffing and training the quality of the employees Value of Human Resource the yield which the above investment can yield in future.
THANK YOU