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Performance AppraisalTeam 9
Niina Saarinen
Helen Jiang
Miia Wahlroos
Laura Malin
Agenda
• What Performance Appraisal Is?
• Purposes
• Development of Appraisal Program
• Training of Appraisers
• Implementation
• Appraisal Interviews
• Conclusions
What Performance Appraisal Is?
• Evaluation of the employees
• Many different methods
• Not a punitive process
• Linked to company goals
Administrative Purposes
• Compensation
• HR functions: promotion, transfer, layoff
• HR planning
• “Paper trail”
• Influences employee behavior
=> improves organizational performance
Developmental Purposes
• Eliminate problems
• New goals
• Training needs
• Individual development – Feedback and discussions– Possibility to improve job performance, not only
evaluate past
Performance Standards
• Strategic relevance
• Criterion deficiency
• Criterion contamination
• Reliability
Development of the Program
• Organizational chart
• Cultural characteristics of BP-Centro
• General rating methods
• Sample items of appraisal form
Cultural Characteristics
• Appraisal - an unfamiliar concept– Traditionally only hard facts measured– Qualitative sides neglected
• Finns tend to be discrete – Avoid negative feedback– Seldom discuss personal traits
• Russians and Baltics are different from Finns
General Rating Methods
• Trait Approaches– Graphic rating-scales– Mixed-standard scales– Forced-choice forms – Essay method
• Results Methods– Management by objectives (MBO)
General Rating Methods cont.
• Behavioral Methods– Critical incident rating – Behavioral checklist– Behaviorally anchored rating scale (BARS)– Behavioral observation scales (BOS)
Sample Items • General skills
• Management/Leadership skills
Management Skills Actual Requested by position Comments 5 4 3 2 1 5 4 3 2 1 ________
-Planning ________-Organization ________-People development ________-Decision making ________-Control ________
Ranking A B C D E
Training of Appraisers
• Explain the objectives
• Define the standards
• Avoid misunderstanding
• Reduce biases
• Using the form– Scales and rankings– Comments serve as references for interview
Implementation
• CEO
• Country and functional mangers
• Regional, facility and assistant facility managers
CEO Appraisal
• Annually– Self-appraisal– HQ– Functional managers– Country managers
• Semi-annually– MBO
MBO
A philosophy of management that has employees establish objectives through consultation with their superiors and then uses these objectives as basis for evaluation.
MBO Requirements
• Co-operation
• Objectives easily quantifiable
• The employees can control the process and outcome
• Consistent goals
• Review times specified
MBO Advantages
• Mutual goal setting
• Reward and promotion decisions
• Objectives defined
• Performance improved
• Co-operation improved
MBO Disadvantages
• Time consuming
• Costly
• Some goals difficult to measure
• Hard to get full commitment
Functional and Country Managers
• Annually– Self-appraisal – 360-degree appraisal
• Semi-annually– MBO
Regional, Facility and Assistant Facility Managers
• Annually– Self-appraisal
– 360-degree appraisal
360-Degree Method
• Appraisal by manager and/or supervisor
• Subordinates
• Peers (teams)
• Customers
360-Degree Advantages
• Comprehensive system
• Quality of information
• Lessens bias/prejudice
• Complements TQM
• Increases employee self-development
360-Degree Disadvantages
• Administratively complex
• Feedback can be intimidating
• Conflicting opinions
• Invalid evaluations
To Ensure Quality and Acceptance
• Assure anonymity
• Use statistical procedures
• Identify and quantity biases
• Make respondents accountable
• Prevent “gaming” of the system
=> Training
Appraisal Interview
• Training the interviewers
• Data analyzing– HR department
• Face to face conversations– Feedback– Training needs
Conclusion
• Highly related with compensation plan
• Successful appraisal program can eliminate the misunderstandings between employees
• It helps employee improve their future performance
• It guarantees the achievement of company’s goals.
Thank You for Your Attention!
Questions?