PERFORMANCE APPRAISAL by Prof. DR. Eka Afnan Troena

PERFORMANCE APRAISAL
The process by which organizations evaluate individual job performance

OBJECTIVE : 
 - is develop the capability and potential of the subordinate in realizing his/her performance
-  through Performance Appraisal, a supervisor can help his/her to develop career in the organization

 3 Key’s Significant Factors
Performance objective must be communicated and acceptable
Performance monitored must be documented comprehensively
There must be feedback that can be discussed fairly


Performane Appraisal Procedure
Collect performance data of the subordinate and compare it to the predefined and communicated performance standard in order to know which performance must be improved. Review the subordinate’s performance with your manager in order to get his/her opinion. This will be more objective. Appraisal interview with subordinate is the core activity of the Performane Appraisal

4 Key Factor for Effective Appraisal Interview

Well-prepared condition (pre-conditioning)
Appropiate time frame and duration for interview
Conducive or favorable and supporting venue
Supervisor’s objectively in appraising performance

Appraisal Interview Procedure
Create constructive condition before strating interview e.g. by shaking hand
Try to get self-evaluation from subordinate. Let him/her to elaborate
Tell the subordinate his/her strengths and weaknesses
Create conducive situation to encaourage the subordinate to convey opinion
Specify improvement plan that will be done and plan the next objective

Providing Performance Feedback

• Performance feedback is all information related to the performance submitted by a subordinate,e.g. productivity, behaviour
• In ordr to appraise the subordinate’s performance properly and more productively, a supervisor has to possess a good communication capability
• The most important part of the performance apparaisal interviews is providing feedback to the subordinate especially for the negative feedback

Procedure of Providing Feedback
A supervisor has to make his/her subordinate understand on what he/she submit
The subordinate has to be able to accept it
Specifying realistic improvement action plan (SMART)

Benefits We Get From Performance  Feedback

• Create subordinate’s anthusiasm to clarify problems as soon as possible
• A supervisor has the willingness to discuss about performance problems
• The subordinate’s has the willingness to understand and change his/her working behaviour to improve performance
• Working condition is better and better, and it is stimulating motivation
• Subordinate’s self-confidance is better to solve problem without assistance of the Supervisor

Characteristics of Beneficial Feedeback

• Feedback must be descriptive
• Feedback must be observable
• Feedback must be qualified (clear)
• Feedback must not be evaluative 
• It is submitted by using sympathetic statements
• Provided as soon as possible after being observed

Performer Classification
High performers : always achieves the target what-ever the condition
Satisfactory performers : in nirmal condition, the target is realized
Low performers : never achieves the target

The Key Steps For High Performers
Provide a positive support for instance : personal appreciation
Provide supports to eliminate problems and abstacles
Give insight to the subordinate to develop his/her future career
Assist the subordinate to appreciate him/herself as an informal leader

The Key Steps For Satisfactory Performers
Clarify each problem & obstacle related to his/her performance
Focus your attention to specific matters that must be improved
Find out solution to solve the problem and give positive support

The Key Steps For Low Performers
Focus and direct subordinate attention to his/her main tasks and responsibility
Encourage the subordinate to introspect and accept his/her low performance
Evaluate the causes of such performance together with the subordinate
Give your attention to the improvement efforts that will be carried-out
Convince the subordinate that he/she can realize better performance

USES OF PERFORMANCE APPRAISAL

- performance improvement
- compensation adjustment
- placement decesion
- training & development needs
- career planning & development
- staffing process deficiencies
- international inaccuracies
- job-design-errors
- equal emplyment opportunity
- external challenges
- feedback to human resources

ELEMENTS OF PERFORMANCE APPRAISAL SYSTEMS
PERFORMANCE STANDARDS
PERFORMANCE MEASURES

PERFORMANCE APPRAISAL CHALLENGES
LEGAL CONSTRAIN
RATER BIASES
- halo effect
- error of central tendency
- leniency and stricness bias
- cross-cultural biases
- personal prajudice
- the recency effect – reducing rater bias

PAST ORIENTED APPRAISAL METHOD

• RATING SCALES
• CHECKLIST
• FORCED CHOICE METHOD
• CRITICAL INCIDENT METHOD
• ACCOMPLISHMENT RECORDS
• BEHAVIORALLY ANCHORED RATING SCALES
• FIELD REVIEW METHOD
• PERFORMANCE TEST AND REVIEW
• COMPARATIVE EVALUATION APPROACH

FUTURE ORIENTED APPRAISALS
SELF-APPRAISAL
MBO
PSYCOLOGICAL APPRAISAL
ASSESSMENT CENTERS

IMPLICATION APPRAISAL PROCESS : 
- training raters and evaluators
- evaluation interviews

COMPENSATION AND PROTECTION
WAGES AND SALARIES
INCENTIVES AND GAINSHARING
BENEFITS AND SERVICES
SECURITY, SAFETY AND HEALTH

WAGES AND SALARIES OBJECTIVE OF COMPENSATION MANAGEMENT
- acquire qualified personnel
- retain current employment
- ensure quality
- facilitate understanding
- reward desire behaviour
- control costs
- further adm efficiency
- comply with legal regulaions