GROUP 2

ESPINOZA, Maria Keith P.

GONZALES, Jonalyn
MANGAHAS, Christian
MAGTIBAY, Danella Charlina
NUNEZ, Janine
LUBGUBAN, Katherine May

PERFORMANCE
BSMT 2-3
WHAT IS PERFORMANCE?
 PERFORMANCE

The organization’s ability

to attain its goals by using
resources in an efficient and
effective manner.
Performance Evaluation and
Assessment
APPRAISALS
 APPRAISALS

• The word “appraisal” is derived from the

Latin word appratiare, to set a price or
value
 APPRAISALS

• The process of observing and evaluating an

employee’s performance, recording the
assessment, and providing feedback to the
employee.

• Having the employee set objectives and

participate in the process of self-evaluation
increases engagement and dedication.
 APPRAISALS CAN AFFECT EMPLOYEE’S:

Morale Motivation
overall confidence, driving force that
enthusiasm, and spirit of a energizes, directs, and
group or individual within an sustains behavior
organization, often towards achieving goals
influencing motivation and or satisfying needs.
productivity.

Self-Esteem
subjective evaluation and
perception of one's own worth,
value, and abilities.
Advantages of Appraisals
 Advantages of Appraisals

Provide constructive feedback

Foster good Define performance

communication expectations

Provide an opportunity Protect the organization

to share departmental from discrimination
and organizational lawsuits
visions

Encourage teams to
Promote behavioral improve the way their
modification organization operate
Disadvantages of Appraisals
 Disadvantages of Appraisals

Produce Stress.

Encourage Consume significant time

Competitiveness for managers with many
employees
 Assessing Performance Accurately

To obtain an accurate performance rating,

managers acknowledge that jobs are
multidimensional and performance thus may
be multidimensional as well.

• For instance, a medical professional working in a hospital

might excel in the job-knowledge dimension. They could
adeptly diagnose ailments, understand treatment
protocols, and interpret complex medical data. However,
they might struggle in another dimension, such as patient
communication. This individual might find it challenging to
convey medical information in a clear and empathetic
manner to patients and their families.
Types of Appraisals
 Types of Appraisals

Formal Appraisal- also known as a merit

review, performance evaluation, interview,
or rating, is a planned, periodic management
activity to evaluate an employee’s on-the-
job behavior, competency, work skill
improvement, need for training, progress
toward completing goals, and salary and
promotion
 Types of Appraisals

Informal Appraisal- occurs when a manager

provides significant feedback and direction to
an employee outside of a formal review
meeting
 Types of Appraisals

Self-appraisal.- are generally distributed

approximately two weeks prior to a formal
appraisal and are not meant to take the
place of a manager’s appraisal. They give a
different perspective of an employee’s
performance and possibly a better
understanding of the potential obstacles that
may impede performance.
 Types of Appraisals

Peer-to-peer appraisal- require trust among

employees working together. Coworkers are
asked to evaluate each other. This approach
may engender fears among staff members,
some without foundation, that need to be
addressed.
 Types of Appraisals

360-degree evaluation-are designed to obtain well-

rounded appraisals that tend to be reserved for
individuals in management-level positions. As with
peer-to-peer evaluations, both trust and a
comprehensive training program are required to
successfully implement this technique . The evaluation
is often performed anonymously and invites open,
constructive in-depth feedback from all levels, i.e.,
peers, subordinates, supervisors, customers, and self
(32, 37). Raters are frequently asked to complete a
series of open-ended questions
STANDARDS
 STANDARDS

refers to meeting established benchmarks,

guidelines, and regulations to ensure the accuracy,
reliability, and efficiency of laboratory operations.
This encompasses various aspects of laboratory
management, including quality control, proficiency
testing, personnel competency, documentation, and
compliance with regulatory standards such as
those set forth by organizations like the Clinical
and Laboratory Standards Institute (CLSI) or the
College of American Pathologists (CAP).
 STANDARDS
Performance standards set the goal, It is the
yardstick that is the basis of comparison on
which performance judged.
To ensure consistency, performance criteria
require clearly defined standards of
excellence.

But why are they important?

TYPES OF STANDARDS
 TYPES OF STANDARDS

Professionalism- refers to how an employee

acts within the workplace.

For example: A medical staff demonstrates a

professional demeanor in the workplace,
including both their action and language. The
medical staff also maintains respectful with
other medical practitioners, management and
patients.
 TYPES OF STANDARDS

Teamwork-this type may include if the

employees often work together. Teamwork is
the ability to collaborate and work well with
other people to complete certain tasks.

For example: A medical staff actively helps

other team members when necessary and
appropriate. Other team members may ask for
help or provide help to those in need.
 TYPES OF STANDARDS

Communication- is the ability to convey

messages or information clearly to other
people.

For example: The medical technologist clearly

communicates with the physicians, nurses, and
patients. Providing accurate information.
 TYPES OF STANDARDS

Problem Solving- the ability to assess an issue

and provide possible solutions based on the
situation.

For example: The hospital’s dietitian may use

problem solving to create a diet that works
well with every patient.
 TYPES OF STANDARDS

Accountability- refers to taking responsibility

for one’s action. It is important because it
shows employees that they have ownership
over their decisions

For example: The doctors takes responsibility

while at work, meaning they take ownership
of their actions and obligations in treating the
patients.
 TYPES OF STANDARDS

Time Management- ability to complete a set of

given tasks by a deadline.

For example: The students always have

deadlines on their school works and they have
to finish every task on time. The student uses
prioritization to determine which tasks they
should complete first in order to finish their
tasks on time and avoid procastinating.
Establishing Performance Standards
HOW TO HAVE EFFECTIVE PERFORMANCE STANDARDS

BE SPECIFIC
AND
USE CLEAR
MEASURABLE LANGUAGE

HAVE A
PROPER INCLUDE
DIFFICULTY ESSENTIAL
LEVEL TASKS
APPRAISAL MEASUREMENT INSTRUMENT
 APPRAISAL MEASUREMENT INSTRUMENT

 A performance measure must be both quantified and objective

and contain at least two parameters. For example, the number
of orders per day consists of both a quantity and a time
measurement
 Many companies do not realize the potential benefits of
performance measurement, nor do they know how to measure
performance. It can be used without performance standards. This
might occur when the concept of performance measurement and
standards is new.
 The old saying, “What you do not measure, you cannot control,”
is as valid today as it was when first stated.
 APPRAISAL MEASUREMENT INSTRUMENT

To determine how well an organization is performing, its progress

must be measured.

Performance measures can be used to:

 Discover which process needs improvement.
 Evaluate alternative processes.
 Compare actual performance with targets so corrective action
can be taken.
 Evaluate employee performance.
 Show trends
Basic Characteristics to Measure a Performance
 Basic Characteristics to Measure a Performance

• Quantity-how many units a process produces in a period of time.

Time standards measure this dimension.
• Cost-The amount of resources needed to produce a given output.
• Time/delivery-Measurements of the ability to deliver a service or
product on
time.
• Quality-There are three dimensions to quality measurements:
1. Function. Does the product perform as specified?
2. Aesthetics. Does the product or service appeal to customers?
For example, the percentages of people who like certain features of
a product.
3. Accuracy. This measures the number of nonconformances
produced.
For example, the number of defects or rejects
APPRAISAL MEASUREMENT INSTRUMENTS
 APPRAISAL MEASUREMENT INSTRUMENTS

360 Degree Feedback Key Performance Indicators (KPIs)

 managers receive anonymous
feedback from individuals with  provide a way to measure how
whom they interact frequently in well companies or individuals are
the course of daily operations. performing in relation to their
strategic goals and objectives..

Balanced Scorecard
 It utilizes key performance
indicators, or KPIs, to track how
well the employee has reached Management By Objective
short and long-term goals.  managers meet with direct reports and,
together, come up with short and long-
term goals for the year that are in line
Personal Development Plans (PDP) with the company’s key objectives and
business mission.
 based on reflection and awareness
of an individual’s performance and
needs, setting out goals for future Self Evaluation
performance and actions that will  allow the employee to rate himself
support personal development. against the same or similar criteria used
by his supervisor
Judging Performance
 Judging Performance

refers to the process of evaluating an individual's

actual work output, behaviors, and
accomplishments within a particular role or
context. This evaluation is typically conducted
against predetermined standards, expectations, or
objectives.
Guidelines for Appraising poor
performers
 Guidelines for Appraising poor performers

1. Don't wait appraisal time to address a poor performer.

2. Ensure that the employee has a current copy of his or her job
description and performance standards.
3. During the interview, give examples of poor performance to
support your assessment and the consequences of the behavior.
4. Prepare a list of specific changes you would like him or her to
make and the time frame in which to correct the behavior.
5. Present the information in a manner that shows confidence in the
employee's ability to improve.
6. Set measurable standards for improvement and plan together
how this can be accomplished.
Rating Methods
 Rating Methods

The validity of a rating system depends on such things as rater training and
observable and quantifiable behaviors. Employees should have a current,
detailed job description and know performance standards and criteria used for
assessing performance. Appraising an employee’s performance means that you
are rating actual performance, not ability.
 Rating Methods

A person may have the ability but may not be performing up to the standards
set for that job. Characteristics commonly assessed are competency, accuracy,
communication, creativity, productivity, problem solving, decision making,
delegating, and administrative effectiveness. You must be able to consistently
observe the employee performing the assigned tasks, and your rating criteria
must be the same for all employees doing the same job. Performance must be
described accurately and must be based on documentation.
Factors to consider when selecting
a rating system:

Purpose of appraisal

Work environment

Skills of employees

Manager’s management style

Absolute methods of ratings and ranking:

 Graphic rating scale

 Free-form
 Critical incident evaluation
 Behaviorally anchored rating scale
 Forced choice
 Forced distribution
 Paired comparison
 Person-to-person comparison
Evaluation Interviews
 Evaluation Interviews

also known as performance reviews or appraisal

interviews, are formal meetings between an
employee and their supervisor or manager to discuss
the employee's performance, achievements,
strengths, areas for improvement, and future goals.
These interviews typically occur periodically, such as
annually or semi-annually, and serve several
purposes within an organization
Performance Evaluation
Processes
 Performance Evaluation Processes

Assessment of Performance
 Evaluation interviews provide an opportunity for
supervisors to assess an employee's performance
over a specific period. This assessment may include
reviewing accomplishments, productivity, quality of
work, adherence to goals, and demonstration of key
competencies.
 Performance Evaluation Processes

Feedback and Recognition

 offer a platform for supervisors to provide feedback to
employees regarding their performance. Positive
feedback acknowledges accomplishments and
reinforces desirable behaviors, while constructive
feedback addresses areas for improvement and
development.
 Performance Evaluation Processes

Performance Improvement Plans (PIPs)

 If performance issues are identified during the
evaluation interview, supervisors may work with
employees to develop Performance Improvement
Plans (PIPs). These plans outline specific actions,
timelines, and support mechanisms to address
performance deficiencies and help employees
achieve expected standards.
 Performance Evaluation Processes

Promotion and Compensation Decisions

 Evaluation interviews may influence decisions related
to promotions, salary increases, bonuses, or other
forms of recognition and rewards. Performance
assessments provided during these interviews may
inform such decisions.
 Performance Evaluation Processes

Communication and Employee Engagement

 Evaluation interviews foster open communication
between supervisors and employees, promoting
transparency, trust, and accountability. Engaging
employees in discussions about their performance
and career development demonstrates the
organization's commitment to their growth and
success.
 Performance Evaluation Processes

Documentation and Record-Keeping

 A fully executed written appraisal is a complete and confidential
original document, with any changes, added comments, and
signatures in place. The original document should be placed in
the employee’s personnel file and kept in a secure place for the
number of years that is specified by organizational policy.
Employees should be given a completed copy for their records.
Finally, the manager should keep a copy in his or her file
Steps to a Successful
Performance
Appraisal Interview
 Steps to a Successful Performance
Appraisal Interview

Preliminary meeting with employee

 The purpose of the meeting is to explore ways to achieve
personal and organizational goals and make improvements.
Begin the interview by initiating a friendly conversation to put
employee (and yourself) at ease. Explain the purpose of the
performance appraisal and review the organizational and
departmental mission statements, the job description, the
performance standards, the goals of the organization and those
previously set with the employee, and the self-appraisal before
beginning the formal interview.
 Steps to a Successful Performance
Appraisal Interview

Formal Meeting
 Approach the performance appraisal in a positive and respectful
manner. The performance appraisal process should motivate
employees and should encourage their feedback, so don’t do all
of the talking and don’t answer your own questions. Ask open-
ended questions to stimulate discussion and obtain employee
responses.
Steps for appraiser to take during a formal appraisal:

 Observe directly
 Rate behavior
 Measure productivity
 Determine if specific goals have been accomplished
 Establish organizational initiatives
 Identify incidents
 State impact or consequences of behavior
 List additional training received
 identify future goals
 Appraiser training:

 Review organizational philosophy

 Understand purpose of performance appraisals
 Know how to complete the form and score the evaluation
 Provide feedback in a positive manner
 Focus on performance, not personality
 Coach for improvement
 Understand how to make wage and promotional decisions
based on performance appraisals
 THANK YOU
FOR LISTENING

REFERENCES:

• Daft, Richard. Management, Ninth Edition. Mason, Ohio: South-

Western, Cengage Learning, 2010
• Garcia, Lynne and Bachner, Paul. Clinical Laboratory
Management (2nd Ed.). Washington DC: ASM Press, 2014
• Paszko, Christine, and Elizabeth Turner. Laboratory Information
Management Systems (Revised and Expanded) 2nd ed. USA:
CRC, 2001