hai frds how r u...i am doing my project in the topic ROLE BASED APPRAISAL. My comapany is a BPO company. so plz update me on this information.thank u seniors... :oops:
From India, Madras
From India, Madras
Dear Mr Parthasarathi,
Warm Greetings!
Most effective systems of appraising performance are: (1) pragmatic, (2) relevant, and (3) uniform. Pragmatism is important because it helps to ensure that the system will be easily understood by employees and effectively put into action by managers. Appraisal structures that are complex or impractical tend to result in confusion, frustration, and nonuse. Likewise, systems that are not specifically relevant to the job may result in wasted time and resources. Indeed, most successful appraisal programs identify and evaluate only the critical behaviors that contribute to job success. Systems that miss those behaviors are often invalid, inaccurate, and result in discrimination based on nonrelated factors. Finally, uniformity of the appraisal structure is vital because it ensures that all employees will be evaluated on a standardized scale. Appraisals that are not uniform are less effective because the criteria for success or failure becomes arbitrary and meaningless. Furthermore, uniformity allows a company to systematically compare the appraisals of different employees with each other.
Keeping in mind the three key traits of effective performance appraisal programs, companies must address four decisions when structuring their appraisal systems: (1) What should be assessed?; (2) Who should make the appraisal?; (3) Which procedure(s) should be utilized?; and (4) How will the results be communicated? In determining what to evaluate, designers of an appraisal system usually consider not only results, but also the behaviors that lead to the results.
The actions and results that are measured will depend on a variety of factors specific to the company and industry. Most importantly, criteria should be selected that will encourage the achievement of comprehensive corporate objectives. This is accomplished by determining the exact role of each job in accomplishing company goals, and which behaviors and results are critical for success in each position. Furthermore, different criteria for success should be weighted to reflect their importance. Some performance appraisal analysts recommend concentrating assessment on productivity and quality, which can be objectively measured and compared. Focus on these two factors enable companies to determine if workers are performing their tasks at an acceptable pace and if they are performing their tasks at an acceptable level of quality. By assessing these factors, evaluators also can avoid biased appraisals.
In determining who should address performance, managers of the performance appraisal system usually select an employee's immediate supervisor to provide the assessment, which is then reviewed by a higher-level manager or the personnel department. In addition, other appraisers may be selected depending on: their knowledge of, and opportunity to observe, the appraisee's behavior, their ability to translate observations into useful ratings, and their motivation to provide constructive input about the employee's performance. Other evaluators may include coworkers, subordinates, customers, or even the employees themselves.
After selecting performance appraisal criteria and evaluators, the designers of the system must determine which assessment techniques to use. Numerous methods may be applied depending on the nature of the industry, company, or job. As noted earlier, many organizations utilize a combination of several techniques throughout the organization. In general, the most popular rating techniques fall into one of four categories: (1) rating, in which evaluators judge workers based on different characteristics; (2) ranking, whereby supervisors compare employees to one another; (3) critical incidents, in which evaluators create descriptions of good and bad behavior and then assign those descriptions to employees; and (4) techniques that use multiple or miscellaneous criteria, such as employee-directed standards.
In addition to selecting evaluation techniques, managers of appraisal systems must devise a means of effectively communicating the results of assessments to employees. Often, the communication process is built-in to the appraisal technique, but sometimes it isn't. Feedback about performance is important for improving worker behavior. For instance, a worker who receives a very positive appraisal will likely become motivated to perform. On the other hand, a poor appraisal could have the opposite effect. For that reason, assessors have a number of feedback techniques at their disposal to help ensure that the end result of any assessment is constructive. Examples of feedback methods are written follow-ups, goal setting to overcome deficiencies, and allowing workers to have input into their appraisal to explain reasons for success or failure. Importantly, most feedback techniques stress a relationship between employees and their negative behavior (i.e., employee still have value, despite their inadequate behavior).
Furthermore, to be productive, the performance appraisal process must contain general three steps: evaluation and job analysis, appraisal interview, and post-appraisal interview. During the first step, both the appraiser and the appraisee should prepare for the interview by considering job performance, job responsibilities, employee career goals, goals for improving performance, and problems and concerns about the job. Sometimes both the appraiser and the appraisee will fill out forms with questions addressing the previously mentioned topics. Next, managers and employees meet to discuss what they have prepared and to establish goals for the period before the next performance appraisal. It is important that the appraisal interview be an exchange, not a speech. Both parties must be able to share their perceptions of the appraisee's performance. The third step, the post-appraisal interview, gives managers the opportunity to discuss salaries and promotions with employees. By not addressing this issue during the appraisal interview, both managers and employees can focus on performance and goal setting, instead of money. The post-appraisal meeting also can serve as a time for reiterating employee goals.
After appraising the performance of employees, an organization must evaluate the system itself to determine if it is helping to achieve designated organizational objectives (and conforming with legal guidelines, as discussed below). Managers of the appraisal system need to determine whether or not the system is being implemented properly:
Are managers being rewarded for conducting appraisals?
Are they being trained to perform the evaluations properly?
Are evaluations based on specific job-related criteria?
Furthermore, they need to take action to determine whether or not the system is producing measurable results:
Are the results of individual appraisals valid?
Is the system producing consistent and reliable information for use in making decisions?
Are employees developing and achieving goals as a result of appraisal and feedback?
BIAS AND ERRORS
Even when a performance evaluation program is structured appropriately, its effectiveness can be diluted by the improper use of subjective, as opposed to objective, measures. Objective measures are easily incorporated into an appraisal because they are quantifiable and verifiable. For example, fast-food workers may be rated on the number of cars they can serve at a drive-through window during an eight-hour period. Other objective measures commonly include error rates, number of complaints, frequency of failure, or other tangible gauges. In contrast, subjective measures are those that cannot be quantified and are largely dependent on the opinion of an observer. For example, an appraisal of fast-food workers' courteousness and attitude would be subjective.
Subjective measures have the potential to dilute the quality of worker evaluations because they may be influenced by bias, or distortion as a result of emotion. To overcome the effects of prejudice, many organizations train appraisers to avoid six common forms of bias: cross-cultural, error of central tendency, halo effect, leniency and strictness, personal prejudice, and recency effect. The recency effect is a corollary of the natural tendency for raters to judge an employee's performance based largely on his most recent actions rather than taking into account long-term patterns.
Cross-cultural bias is a consequence of an evaluator's expectations about human behavior. Those expectations often clash with the behavior of appraisees who have different beliefs or cultural values. For instance, an evaluator with an Asian heritage may be more likely to rate an older employee higher because he has been taught to revere older people. Likewise, personal prejudice results from a rater's dislike for a group or class of people. When that dislike carries over into the appraisal of an individual, an inaccurate review of performance is the outcome. For example, according to Kurt Kraiger and J. Kevin Ford writing in the Journal of Applied Psychology, studies have shown that black raters and white raters are much more likely to give high rankings to members of their own race.
Like cross-cultural and personal prejudice biases, the halo effect is caused by a rater's personal opinions about a specific employee that are not job-related. The term "halo" stems from the distortion that the appraisee, like an angel with a halo over its head, can do no wrong. This type of bias, however, also applies to foes of the rater. The effect is particularly pronounced when the appraisee is an enemy or very good friend of the evaluator.
Leniency and strictness bias results when the appraiser tends to view the performance of all of his employees as either good and favorable or bad and unfavorable. Although these distortions are often the result of vague performance standards, they may also be the consequence of the evaluator's attitudes. For example, some evaluators want their subordinates to like them (leniency bias) or want to feel like they are being a "tough judge" (strictness). Similarly, the error of central tendency occurs when appraisers are hesitant to grade employees as effective or ineffective. They pacify their indecisiveness by rating all workers near the center of the performance scale, thus avoiding extremes that could cause conflict or require an explanation.
In addition to bias, flaws in the execution of an appraisal program can be destructive. For instance, managers may be downgrading their employees because high performance reviews would outstrip the department's budget for bonuses. Or, some managers may be using performance appraisals to achieve personal or departmental political goals, thus distorting assessments. Problems are usually indicated, for example, by extremely high numbers of poor or positive appraisals, or by a general lack of individual improvement over the long term. In any case, appraisal managers must identify and overcome the causes of these flaws to ensure the usefulness of the system. This is typically accomplished through a formal process of evaluating the effectiveness of the appraisal program itself
Rgds,
John N
From India, Madras
58Warm Greetings!
Most effective systems of appraising performance are: (1) pragmatic, (2) relevant, and (3) uniform. Pragmatism is important because it helps to ensure that the system will be easily understood by employees and effectively put into action by managers. Appraisal structures that are complex or impractical tend to result in confusion, frustration, and nonuse. Likewise, systems that are not specifically relevant to the job may result in wasted time and resources. Indeed, most successful appraisal programs identify and evaluate only the critical behaviors that contribute to job success. Systems that miss those behaviors are often invalid, inaccurate, and result in discrimination based on nonrelated factors. Finally, uniformity of the appraisal structure is vital because it ensures that all employees will be evaluated on a standardized scale. Appraisals that are not uniform are less effective because the criteria for success or failure becomes arbitrary and meaningless. Furthermore, uniformity allows a company to systematically compare the appraisals of different employees with each other.
Keeping in mind the three key traits of effective performance appraisal programs, companies must address four decisions when structuring their appraisal systems: (1) What should be assessed?; (2) Who should make the appraisal?; (3) Which procedure(s) should be utilized?; and (4) How will the results be communicated? In determining what to evaluate, designers of an appraisal system usually consider not only results, but also the behaviors that lead to the results.
The actions and results that are measured will depend on a variety of factors specific to the company and industry. Most importantly, criteria should be selected that will encourage the achievement of comprehensive corporate objectives. This is accomplished by determining the exact role of each job in accomplishing company goals, and which behaviors and results are critical for success in each position. Furthermore, different criteria for success should be weighted to reflect their importance. Some performance appraisal analysts recommend concentrating assessment on productivity and quality, which can be objectively measured and compared. Focus on these two factors enable companies to determine if workers are performing their tasks at an acceptable pace and if they are performing their tasks at an acceptable level of quality. By assessing these factors, evaluators also can avoid biased appraisals.
In determining who should address performance, managers of the performance appraisal system usually select an employee's immediate supervisor to provide the assessment, which is then reviewed by a higher-level manager or the personnel department. In addition, other appraisers may be selected depending on: their knowledge of, and opportunity to observe, the appraisee's behavior, their ability to translate observations into useful ratings, and their motivation to provide constructive input about the employee's performance. Other evaluators may include coworkers, subordinates, customers, or even the employees themselves.
After selecting performance appraisal criteria and evaluators, the designers of the system must determine which assessment techniques to use. Numerous methods may be applied depending on the nature of the industry, company, or job. As noted earlier, many organizations utilize a combination of several techniques throughout the organization. In general, the most popular rating techniques fall into one of four categories: (1) rating, in which evaluators judge workers based on different characteristics; (2) ranking, whereby supervisors compare employees to one another; (3) critical incidents, in which evaluators create descriptions of good and bad behavior and then assign those descriptions to employees; and (4) techniques that use multiple or miscellaneous criteria, such as employee-directed standards.
In addition to selecting evaluation techniques, managers of appraisal systems must devise a means of effectively communicating the results of assessments to employees. Often, the communication process is built-in to the appraisal technique, but sometimes it isn't. Feedback about performance is important for improving worker behavior. For instance, a worker who receives a very positive appraisal will likely become motivated to perform. On the other hand, a poor appraisal could have the opposite effect. For that reason, assessors have a number of feedback techniques at their disposal to help ensure that the end result of any assessment is constructive. Examples of feedback methods are written follow-ups, goal setting to overcome deficiencies, and allowing workers to have input into their appraisal to explain reasons for success or failure. Importantly, most feedback techniques stress a relationship between employees and their negative behavior (i.e., employee still have value, despite their inadequate behavior).
Furthermore, to be productive, the performance appraisal process must contain general three steps: evaluation and job analysis, appraisal interview, and post-appraisal interview. During the first step, both the appraiser and the appraisee should prepare for the interview by considering job performance, job responsibilities, employee career goals, goals for improving performance, and problems and concerns about the job. Sometimes both the appraiser and the appraisee will fill out forms with questions addressing the previously mentioned topics. Next, managers and employees meet to discuss what they have prepared and to establish goals for the period before the next performance appraisal. It is important that the appraisal interview be an exchange, not a speech. Both parties must be able to share their perceptions of the appraisee's performance. The third step, the post-appraisal interview, gives managers the opportunity to discuss salaries and promotions with employees. By not addressing this issue during the appraisal interview, both managers and employees can focus on performance and goal setting, instead of money. The post-appraisal meeting also can serve as a time for reiterating employee goals.
After appraising the performance of employees, an organization must evaluate the system itself to determine if it is helping to achieve designated organizational objectives (and conforming with legal guidelines, as discussed below). Managers of the appraisal system need to determine whether or not the system is being implemented properly:
Are managers being rewarded for conducting appraisals?
Are they being trained to perform the evaluations properly?
Are evaluations based on specific job-related criteria?
Furthermore, they need to take action to determine whether or not the system is producing measurable results:
Are the results of individual appraisals valid?
Is the system producing consistent and reliable information for use in making decisions?
Are employees developing and achieving goals as a result of appraisal and feedback?
BIAS AND ERRORS
Even when a performance evaluation program is structured appropriately, its effectiveness can be diluted by the improper use of subjective, as opposed to objective, measures. Objective measures are easily incorporated into an appraisal because they are quantifiable and verifiable. For example, fast-food workers may be rated on the number of cars they can serve at a drive-through window during an eight-hour period. Other objective measures commonly include error rates, number of complaints, frequency of failure, or other tangible gauges. In contrast, subjective measures are those that cannot be quantified and are largely dependent on the opinion of an observer. For example, an appraisal of fast-food workers' courteousness and attitude would be subjective.
Subjective measures have the potential to dilute the quality of worker evaluations because they may be influenced by bias, or distortion as a result of emotion. To overcome the effects of prejudice, many organizations train appraisers to avoid six common forms of bias: cross-cultural, error of central tendency, halo effect, leniency and strictness, personal prejudice, and recency effect. The recency effect is a corollary of the natural tendency for raters to judge an employee's performance based largely on his most recent actions rather than taking into account long-term patterns.
Cross-cultural bias is a consequence of an evaluator's expectations about human behavior. Those expectations often clash with the behavior of appraisees who have different beliefs or cultural values. For instance, an evaluator with an Asian heritage may be more likely to rate an older employee higher because he has been taught to revere older people. Likewise, personal prejudice results from a rater's dislike for a group or class of people. When that dislike carries over into the appraisal of an individual, an inaccurate review of performance is the outcome. For example, according to Kurt Kraiger and J. Kevin Ford writing in the Journal of Applied Psychology, studies have shown that black raters and white raters are much more likely to give high rankings to members of their own race.
Like cross-cultural and personal prejudice biases, the halo effect is caused by a rater's personal opinions about a specific employee that are not job-related. The term "halo" stems from the distortion that the appraisee, like an angel with a halo over its head, can do no wrong. This type of bias, however, also applies to foes of the rater. The effect is particularly pronounced when the appraisee is an enemy or very good friend of the evaluator.
Leniency and strictness bias results when the appraiser tends to view the performance of all of his employees as either good and favorable or bad and unfavorable. Although these distortions are often the result of vague performance standards, they may also be the consequence of the evaluator's attitudes. For example, some evaluators want their subordinates to like them (leniency bias) or want to feel like they are being a "tough judge" (strictness). Similarly, the error of central tendency occurs when appraisers are hesitant to grade employees as effective or ineffective. They pacify their indecisiveness by rating all workers near the center of the performance scale, thus avoiding extremes that could cause conflict or require an explanation.
In addition to bias, flaws in the execution of an appraisal program can be destructive. For instance, managers may be downgrading their employees because high performance reviews would outstrip the department's budget for bonuses. Or, some managers may be using performance appraisals to achieve personal or departmental political goals, thus distorting assessments. Problems are usually indicated, for example, by extremely high numbers of poor or positive appraisals, or by a general lack of individual improvement over the long term. In any case, appraisal managers must identify and overcome the causes of these flaws to ensure the usefulness of the system. This is typically accomplished through a formal process of evaluating the effectiveness of the appraisal program itself
Rgds,
John N
From India, Madras
Hai Mr.John, i am very happy dat u have replied me. :lol: really it is very useful for my project thanks a lot sir. i am expecting appraisal forms for differnt categeroy.
i want to know how to go about this topic. :cry: in this topic they mentioned about role based appraisal then is that we have to appraise different employee role, such as project manager, team leader etc.... if so how to go about it sir, plz guide me in this, John..
john is it possible will u give ur mail id plz, i am also in chennai only, at velachery. it wil be better for me to contact u in mail sir. thanks a lot..... :D
From India, Madras
i want to know how to go about this topic. :cry: in this topic they mentioned about role based appraisal then is that we have to appraise different employee role, such as project manager, team leader etc.... if so how to go about it sir, plz guide me in this, John..
john is it possible will u give ur mail id plz, i am also in chennai only, at velachery. it wil be better for me to contact u in mail sir. thanks a lot..... :D
From India, Madras
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
EMPLOYEES REWARD,RECOGNIT ION & SUGGESTION MANNUAL.pdf
Suggestion format1.doc