INTERNET MARKETING

Chapter 7 Personalization appraisal

Performance

KEY ELEMENTS
Performance Appraisal Interview

Human Performance

Performance Measures & Criteria

Employee Records & HR Decisions

Employee Feedback

PERFORMANCE APPRAISAL
Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-

annual), in which the work performance of the

subordinate is examined and discussed, with a view

to identifying weaknesses and strengths as well as

opportunities development. for improvement and skills

PERFORMANCE APPRAISAL
Performance Appraisal offers several advantages at the level of the: Individual
Recognition

of past effort Developmental requirements can be uncovered

Team
Alignment

of effort with objectives Motivation of team members

Organization
Development

of staff Achievement of key objectives Best and focused utilization of human resources

PERFORMANCE APPRAISAL AND THE ORGANIZATION The benefits to the individual, team and organization are good reasons for having an appraisal process in place To maximize the benefits - the organization must support the appraisal process through: Appropriate resources to facilitate the process Design of a suitable process for the organization Training of management staff in the process Training of the personnel in the process

APPRAISAL OVERVIEW
Plan Work & Identify Skills
Business Plan Job Description Performance Goals

Observe & Document Performance

Production Sales Service Profits Productivity

Reward Review

PAST
PRESENT

Performance Appraisal Discussion

Performance Review

Development Review

FUTURE

COMPONENTS OF PERFORMANCE APPRAISAL

Who of appraisal Immediate supervisors Other supervisor Peers or colleagues Self Subordinates Personnel manager External consultant

What of appraisal
Human beings time frame Personal traits Achieved results Specifics Current performance

When of appraisal
Formal Annually Semi annually Quarterly Informal Weekly Daily Continuously

 Why

of appraisal

Maintain workforce Determine organizational training needs. Determine personal development opportunities Basis for promotion, transfers etc.. Basis for pay increase & in recruitment, selection.

Feedback & communication mechanism.

Where of appraisal
on the job Bosses office Subordinates place of work Everywhere off the job Consultants office Social or recreational settings Everywhere

BENEFITS APPRAISAL

OF

PERFORMANCE

Human resource planning Motivation & Satisfaction Training & Development Recruitment & Induction Employee Evaluation Legal Compliance

THE APPRAISAL PROCESS

Components
People
Manager Employee Peers P r e p a r a t i o n I n v o l v e m e n t
C o m m u n i c a t i o n

Information
Facts Opinions

Emotion
Positive Negative

PERFORMANCE APPRAISAL PROCESS

Observation Selective Attention Timing

Structure
Frequency

Storage

Encoding of Information (e.g., categorization)

Short vs. Long-term Memory

Evaluation
Retrieve Information Combine information Decision-making (judgment)

PERFORMANCE APPRAISAL USES

Compensation (raises, merit pay, bonuses)

Personnel Decisions (e.g., promotion, transfer, dismissal)

Identification of Training Needs Research Purposes (e.g., assessing the worth/validity of selection tests)

BENEFITS OF PERFORMANCE APPRAISAL

Human resource planning Motivation & Satisfaction Training & Development Recruitment & Induction Employee Evaluation Legal Compliance

SOURCES OF INFORMATION
1) Supervisors (most common)

Role Conflict (e.g., judge and trainer/teacher)

Motivation
Time availability Friendship
2) Co-Workers (Peers)
Friendship bias

Leniency High level of accuracy Best used as a source of feedback

SOURCES OF INFORMATION (CONTD..)

3) Self Lots of knowledge

Leniency effect
Good preparation for performance appraisal meeting (conducive for dialog) 4) Subordinates
Biases (e.g., # of subordinates, type of job, expected

evaluation from supervisor) 5) Client

Good source of feedback

Negativity bias

Problems with Performance Appraisal

1.Judgment errors

First impressions (primacy effect) Halo Effect Leniency Central tendency Stereotyping

2. Poor appraisal forms 3. Lack of rater preparedness 4. Ineffective organizational policies & practices

WRITING EFFECTIVE PERFORMANCE APPRAISALS

Use S.M.A.R.T.S. criteria to write expectations: Specific Measurable Achievable Results Oriented Time Bound Stretch

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Confidential report Essay evaluation Critical incidence Check list Graphic rating scale Ranking Paired comparison Group Appraisal Assessment centre Field review

Management by objectives (MBO)

360-degree feedback

Self-managed teams

Human Asset accounting

RECENT DEVELOPMENTS
360-degree appraisal

In line with the trend toward flatter organizations Combination of perspectives e.g. peer, self, supervisor, client

Balanced scorecard

Integrates organizational performance measures such as financial, customer satisfaction, internal processes, learning

THE MBO PROCESS

Job Review and Agreement

Development of Performance Standards

Guided Objective Setting

Continuing Performance Discussions

FEEDBACK AS A SYSTEM

Data

Evaluation of Data

Feedback System

Action Based on Evaluation

REVENGE! APPRAISAL OF MANAGERS

Evaluation by Superiors Peer Ratings: Good predictors of promotion Self-Evaluation: Leniency is a concern Evaluation by Sub-ordinates: upward feedback. Good

predictor of managerial success. Must be anonymous

360 Degree Feedback: Combines evaluations from a number of sources.

CAN WE IMPROVE PERFORMANCE APPRAISALS?

Training
What to look for Objectivity

Provide Feedback to Raters

POST APPRAISAL INTERVIEW

Usually hated by all involved Suggestions for improvement
Active participation of employees in the whole process Interviewer should adopt a positive and supportive attitude Interviewer should focus on specific job issues, not personality characteristics Should try to establish joint and specific goals

The performance appraisal system should be practice to serve following purposes: They can help each employee to understand more and more about his role and become clear about his functions.

They can help in identifying the developmental needs of each employee with respect to his role and function They can increase mutuality between each employee and his supervising officer. They can be mechanisms of increasing communication between the employee and his supervising officer so that each employee gets to know the expectations of his boss from him and each boss also gets to know the difficulties.

They can be instruments to provide an opportunity for the employee for self-reflection and individual goal-setting so that individually planned and monitored development takes place. They can play a role in helping every employee internalize the culture norms and values of the organization so that an organization identity and commitment is developed through out the organization. They can be instrument in the creation of a positive and healthy climate in the organization. In addition they can assist in a variety of personnel decisions by generating data about each employee periodically.

Whats Past Is Prologue. Excellence Is Always A Journey