Scribd
Upload
31 views

The Appraisal System.: Concepts of Appraisal & Appraisal Methods

The document discusses performance appraisal, including its aims from the perspectives of the organization, employee, and appraiser. It covers the content of appraisals for assessment/comparison and motivation/development purposes. Methods for identifying job-related abilities and competencies are presented. The implementation, monitoring, and relationship to performance management of appraisal systems are also summarized.

Uploaded by

jacky111
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
31 views

The Appraisal System.: Concepts of Appraisal & Appraisal Methods

The document discusses performance appraisal, including its aims from the perspectives of the organization, employee, and appraiser. It covers the content of appraisals for assessment/comparison and motivation/development purposes. Methods for identifying job-related abilities and competencies are presented. The implementation, monitoring, and relationship to performance management of appraisal systems are also summarized.

Uploaded by

jacky111
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 20

The Appraisal System.

Concepts of Appraisal & Appraisal Methods

M21 : Assessment in the Workplace


Performance Appraisal
• Aims of Appraisal
• Content of Appraisal
• Implementation
• Maintenance and Evaluation of Appraisal
• Appraisal and Performance Management
(PRP)
Perspectives on Appraisal :
The Organisation
‘to enable some kind of assessment to be made on an
employee - either against pre-set objectives or job
competencies… as a basis for…’
• making equitable reward decisions
• improving performance
• motivating employees
• succession planning and identifying potential
• promoting manager-subordinate dialogue
• formal assessment of unsatisfactory performance
Perspectives on Appraisal :
The Appraisee (Employee)
– Want fair distribution of reward
– Want performance feedback
– Want constructive dialogue with ‘the organisation’

BUT, conditional on the extent to which -


– the appraisal is perceived as fair
– has a good working (social?) relationship with the
appraiser
– impact of the assessment on their rewards and well-
being
Perspectives on Appraisal :
The Appraiser (Immediate Superior)

Napier & Latham (1986) ‘Reluctance’


why…
– lack of agreement with target (appraisee)
– lack of confidence in own ability to appraise
– very high administrative workload
– office politics

all leads to...


bias in appraisal ratings
Common Practice :
Aims of the Appraisal
– Performance appraisal generally thought up by
Personnel and/or senior management
– NB1. Importance of setting realistic aims -
conflicting perspectives on aims of appraisal
(assessment vs motivation & development)
– NB2. The aims of the appraisal will affect the
nature and content of the scheme
• assessment : common dimensions
• motivate & develop : emphasis on the individual
Content of Appraisal
(for Assessment & Comparison)
DESIGNING THE QUESTIONNAIRE

‘Identify abilities that are central to good


performance AND can discriminate between
staff with varying levels of performance’.

How can we identify these job-related activities ?


Identification of Job-Related Abilities
(Assessment & Comparison) Techniques (I)

1. Committee Method
Personnel and Snr Mgr/Exec. determine by discussion of
‘key’ abilities.

2. Diary Method
Job-holder keeps an hour-by-hour record

3. Direct Observation
HR and/or Occupational Psychologist observes job holder
at work
Identification of Job-Related Abilities (Assessment
& Comparison) Techniques (II)
4. Questionnaire Methods (e.g. Position Analysis
Questionnaire) : 187 items, 6 dimensions
• Information Input
• Mental Processes
• Work Output
• Relationships with Others
• Job Context
• Other Characteristics
5. Interviews with job holders & stakeholders (e.g.Critical
Incident Technique) : Incidents of ‘very effective’ and
‘very ineffective’ performance.
Rating Scale Format
(Assessment and Comparison)
4 common formats for ratings scales :
1. Scales with verbally described intervals
2. Numerical/Alphabetical, with ‘low’-’high’ (intervals
specified, but not described)
3. Graphic rating scales : extremes and mid-point
specified, with detailed description of dimension of
behaviour
4. Comparative scales : behaviour described relative to
others.
Why Use Rating Scales ?
Advantages
– easily understood
– encourage an analytic view of behaviour
– provide quantitative data, so facilitates
comparison
Disadvantages
– idiosyncratic rating errors (halo, restriction of
range, leniency, central tendency, acquiesence)
How to reduce idiosyncratic rating errors

• Train appraisers
• Use forced distributions
• Increase the number of raters
• Use behaviourally based rating scales (e.g.
BOS and BARS)
Content of Appraisal
(to Motivate & Develop : Management By Objectives, ‘MBO’)
DESIGNING THE QUESTIONNAIRE

6 - 12 months, detailing :
• key objectives
• priority ranking
• action needed (who and when)
• extent to which objectives achieved
NB.
• Very difficult to make any comparisons between people
• not all jobs can be framed in terms of individual objectives
• doesn’t help identify development needs
Content of Appraisal
(Motivate & Develop : Competency Based)
DESIGNING THE QUESTIONNAIRE
‘an underlying characteristic of a person which could be a
motive, trait, skills, aspect of one’s self-image or social role
or a body of knowledge which he/she uses.’ Boyatzis, 1982.
How to identify competencies :
(i) Traditional job analysis techniques, (ii) Rep Grid
(iii) Questionnaire methods (e.g. Generic Competency
Questionnaire)
NB. Fletcher (1997). ‘competencies should not be equated
with ratings of single job-related abilities - they are much
more broader and complex. They should allow for
progression and development’
Training and the Implementation of Appraisal
• Fletcher & Williams (1982) : the effectiveness of
performance appraisal is related to the training effort put
into it
• Traditionally, introduced ‘top-down’
• Background briefing - history of appraisal in the org.,
‘selling’ the system, familiarise with the process
• Train the Appraisers - train on Assessment Skills,
Appraisal Interview Skills, offer an appraisal clinic.
N.B. train for appraisal of diverse workforce
• Train the Appraisees - e.g. aims of scheme, how to
prepare, reassure, how to respond.
Monitoring and Maintenance of
Appraisals
Short-Term Criteria
• completion rate
• action generated
• quality of appraisal reports
• attitudes and perceived value of the appraisal
• equity
Long-Term Criteria
• organisational performance
• quality of staff
• retention of staff
• levels of employee commitment
Appraisal and Performance Management
‘a shared vision of the direction of the organisation, in which
each individual employee recognises and accepts their
contribution’
The Process of PM
• develop org. mission statement and objectives
• develop a business plan
• enhance communication within the organisation
• clarify individuals’ responsibilities
• define and measure individual performance
• implement appropriate reward strategies
• develop staff to improve performance further
How does Appraisal fit in to PM ?
Appraisal is the vehicle by which :
• org. goals and objectives are translated to individuals
• individual needs are identified, and objectives agreed

NB
• Individual vs team achievement
• line driven appraisal
• appraisal as part of a feedback loop
• excessive bottom-line emphasis
Appraisal & Pay
Merit Pay (PRP) :
3% -10% of salary (+ cost of living rises)
Issues
• Meyer (1980 : on average, employees felt they performed
better than 75% of their peers.
• High performing individual, poor org. performance
• Bevan & Thompson (1991) : PRP is not related to higher
levels of org. performance.
• Implications for appraisers (leniency in ratings)
Appraisal and Pay
Alternatives
• Direct and indirect links with merit pay
• Wider (financial and non-financial) reward
policies
e.g. promotions, office décor, more
holidays/flexible working practices,
technology, ‘better’ work, conferences and
training

You might also like