BUSINESS

PERFORMANCE
APPRAISAL
GROUP 4 PRESENTATION
 TABLE OF CONTENTS
 What is a performance appraisal?
 Performance appraisal objectives
 Benefits for organization
 Benefits for employee
 Performance appraisal processes
 5 methods of performance appraisal
 WHAT IS A PERFORMANCE
APPRAISAL?
 A performance appraisal is the periodic
assessment of an employee’s job performance as
measured by the competency expectations set out
by the organization.
 The performance assessment often includes both
the core competencies required by the organization
and also the competencies specific to the
employee’s job.
 The appraiser, often a supervisor or manager, will
provide the employee with constructive, actionable
feedback based on the assessment. This in turn
provides the employee with the direction needed to
improve and develop in their job.
 PERFORMANCE APPRAISAL
OBJECTIVES
1. Improve productivity
 The level of productivity that a team of employees exhibits
directly affects the success of a business. An employee should be
productive in their work to earn a positive performance
evaluation, but managers can also use the appraisal process to
address any opportunities for improvement. If an employee's
productivity is lower than expected and than their goals allow,
then the performance evaluation is where a manager can tell an
employee what exactly they need to do to meet expectations.
2. Identify mistakes
 Mistakes in the workplace are normal, but with performance
appraisals, a manager and employee can identify these issues
and address them quickly. They can also work together to come
up with a solution and some goals for preventing common
mistakes from reoccurring in the future. This can help employees
feel more secure in the workplace and help improve their
performance.
3. Provide promotion opportunities
 Performance appraisals provide documentation on an employee's
performance, making it easier for members of leadership to decide
which employees deserve a promotion based on their
performance. Management can look back at their evaluations and
compare two employees to see which is more ready and capable
for a new, more advanced role in the office.
4. Set employee goals
 Performance appraisal sessions should also be a time when a
supervisor and employee can discuss the employee's professional
goals. The manager can set goals that the employee must reach
during a specific timeframe, and the employee may also be able to
choose goals they want to work on based on past performance or
the needs of the business. For example, managers may want their
employees to take the initiative on one major project in the next
quarter. An employee may determine they want to arrive at work
on time each day of the week.
5. Boost confidence
 Performance evaluations can often help boost an employee's
confidence. This is because managers can offer actionable
feedback and praise for the employee's work. Including praise in
performance, evaluations can help employees recognize their
great work and build their confidence, which increases the
likelihood that their performance can continue to improve.
6. Record employee progress
 Companies conduct performance appraisals using various
methods, most of which include a record of the conversations the
manager and employees have. Some managers may create
documents detailing the employee's achievements, productivity
levels, and other performance-based statistics to evaluate their
work. Having this record can help monitor which employees may
be ready for promotion or a raise. It can also help managers
recognize if an employee consistently struggles in a particular area
so they can provide support.
 BENEFITS FOR
ORGANIZATION
Employee assessments can make a difference in the
performance of an organization. They provide insight into
how employees are contributing and enable organizations to:
 Identify where management can improve working
conditions in order to increase productivity and work
quality.
 Address behavioral issues before they impact
departmental productivity.
 Encourage employees to contribute more by recognizing
their talents and skills.
 Support employees in skill and career development.
 Improve strategic decision-making in situations that
require layoffs, succession planning, or filling open roles
internally.
 BENEFITS FOR EMPLOYEE
Performance appraisals are meant to provide a positive
outcome for employees. The insights gained from assessing
and discussing an employee’s performance can help:
 Recognize and acknowledge the achievements and
contributions made by an employee.
 Recognize the opportunity for promotion or bonus.
 Identify and support the need for additional training or
education to continue career development.
 Determine the specific areas where skills can be
improved.
 Motivate an employee and help them feel involved and
invested in their career development.
 Open discussion to an employee’s long-term goals.
 PERFORMANCE APPRAISAL
PROCESS
The assessment process is usually facilitated by Human Resources, who
assist managers and supervisors in conducting the individual appraisals
within their departments.
 An assessment method should be established.
 Required competencies and job expectations need to be drafted for
each employee.
 Individual appraisals on employee performance are conducted.
 A one on one interview is scheduled between the manager and
employee to discuss the review.
 Future goals should be discussed between employee and manager.
 A signed-off version of the performance review is archived.
 Appraisal information is utilized by human resources for
appropriate organizational purposes, such as reporting,
promotions, bonuses or succession planning.
 5 METHODS OF PERFORMANCE
APPRAISAL
1. Self-evaluation
 In a self-evaluation assessment, employees first conduct their
performance assessment on their own against a set list of criteria.
 The pro is that the method helps employees prepare for their own
performance assessment and it creates more dialogue in the official
performance interview.
 The con is that the process is subjective, and employees may struggle
with either rating themselves too high or too low.
2. Behavioral checklist
 A Yes or No checklist is provided against a series of traits. If the
supervisor believes the employee has exhibited a trait, a YES is ticked.
 If they feel the employee has not exhibited the trait, a NO is ticked off.
If they are unsure, it can be left blank.
 The pro is the simplicity of the format and its focus on actual work-
relate tasks and behaviors (ie. no generalizing).
 The con is that there is no detailed analysis or detail on how the
employee is actually doing, nor does it discuss goals.
3. 360-degree feedback
 This type of review includes not just the direct feedback from the manager and
employee, but also from other team members and sources.
 The review also includes character and leadership capabilities.
 The pro is that it provides a bigger picture of an employee’s performance.
 The con is that it runs the risk of taking in broad generalizations from outside
sources who many not know how to provide constructive feedback.

4. Ratings scale
 A ratings scale is a common method of appraisal. It uses a set of pre-determined
criteria that a manager uses to evaluate an employee against.
 Each set of criteria is weighted so that a measured score can be calculated at the
end of the review.
 The pro is that the method can consider a wide variety of criteria, from specific
job tasks to behavioral traits. The results can also be balanced thanks to the
weighting system. This means that if an employee is not strong in a particularly
minor area, it will not negatively impact the overall score.
 The con of this method is the possible misunderstanding of what is a good result
and what is a poor result; managers need to be clear in explaining the rating
system.
5. Management by objectives
 This type of assessment is a newer method that is gaining
in popularity. It involves the employee and manager agreeing
to a set of attainable performance goals that the employee
will strive to achieve over a given period of time.
 At the next review period, the goals and how they have
been met are reviewed, whilst new goals are created.
 The pro of this method is that it creates dialogue between
the employee and employer and is empowering in terms of
personal career development.
 The con is that it risks overlooking organizational
performance competencies that should be considered.
 GROUP MEMBERS (IRPM
STUDENTS)
ADEBIYI OLUWALAYOMI 20020202002
MBAH VICTORY 20020202001
ABIODUN OLUWATUNMISE 20020202003
KAYODE FAITH 20020202004
PROSPER EMEDIONG 20020202006
AJAYI ITEOLUWAKISHI 20020202007
SYLVIA CHUKWUMA 20020202008
OLADOTUN OLUWAFISAYOMI 20020202009
OLUKOYA DEBORAH 20020202010
ALLI-OLANIPEKUN SAMUEL 20020202011
AJOSE IYANU 18020203005
OPARINDE MICHEAL 20020202014
THANK YOU