LO2

• Uses of performance appraisals (A.F.E.C.T.J)


  1. Administrative Decisions
  2. Feedback and Performance Improvement
  3. Employee Development and Career Planning
  4. Criteria for Test Validation
  5. Training Program Objectives
  6. Job Redesign
• Administrative Decisions


  One of the primary purposes of the performance appraisal process
• Feedback and Performance Improvement


  Performance appraisals may also serve an informational purpose to tell employees how they are performing on the aspects of their job
• Employee Development and Career Planning


  useful tools for managers to coach employees for performance improvement on an ongoing basis.
• Employee Development and Career Planning


  They are also useful to guide discussions about areas of strength and weakness for the employee, which may trigger training and development enrollment and inform longer-term career planning
• Employee Development and Career Planning


  The focus is on ongoing immediate feedback, coaching and support, and forwardlooking

  direction with the goal of employee engagement over control and oversight
• Criteria for Test Validation


  the effectiveness of selection tests may be validated against performance ratings.
• Training Program Objectives


  performance appraisals provide insights into the effectiveness of other aspects of the HR system
• Job Redesign


  Trends across the performance appraisals of employees in various jobs may also be a useful source of information
• Job Redesign


  Observing poor performance across employees may prompt further conversations about the reasons why performance is suffering.
• Performance Appraisal Process (P.M.C.H)


  1. Performance Objectives
  2. Measuring Performance
  3. Communicate feedback
  4. HR records and decisions
• Performance objectives


  targets for employee performance that drive

  toward the strategic business goals of the organization, operationalized at the individual employee level.
• The objectives set out in the PMP (Performance Management Plan) should be job-related, practical, and based on performance standards.
• Performance standards may relate to quality (how well the objective has been achieved), quantity (how much, how many, and how often), and time (due dates,adherence to schedule, cycle times, and so on).
• Performance objectives


  can be for specific work activities or for recurring

  activities that take place many times over the appraisal period.
• Measuring Performance


  After performance objectives are set, it is time to determine how performance can be observed and then measured.
• Observations can be made either directly or

  indirectly.
• Direct observation


  occurs when the rater actually sees the

  performance
• Indirect observation


  occurs when the rater can evaluate only

  substitutes for actual performance.
• Observations of performance can also be objective or subjective
• Objective


  performance measures are those indicators of job performance that are verifiable by others and are typically quantitative
• Objective measures are not available in all jobs
• Subjective


  based on opinion or perception by a rater.

  Usually, such measures are the rater’s personal opinions, but they may be subject to biases
• When subjective measures are also indirect, accuracy becomes even lower.
• Objective and direct measures of performance are preferable, but are not available for all types of jobs.
• Performance measures


  must be easy to use, be reliable, and report on the critical behaviours that determine performance