The document discusses performance appraisal, which is defined as the systematic, periodic, and impartial evaluation of an employee's actual job performance and future potential. Performance appraisals aim to measure performance, provide feedback to improve performance, and identify training needs. They also help establish standards, communicate expectations, and allocate rewards. Common methods of performance appraisal include weighted checklists, graphic rating scales, behavioral observation scales, and management by objectives. Potential biases that can impact performance appraisals include halo effects, central tendency, leniency, and spill over effects.
The document discusses performance appraisal, which is defined as the systematic, periodic, and impartial evaluation of an employee's actual job performance and future potential. Performance appraisals aim to measure performance, provide feedback to improve performance, and identify training needs. They also help establish standards, communicate expectations, and allocate rewards. Common methods of performance appraisal include weighted checklists, graphic rating scales, behavioral observation scales, and management by objectives. Potential biases that can impact performance appraisals include halo effects, central tendency, leniency, and spill over effects.
The document discusses performance appraisal, which is defined as the systematic, periodic, and impartial evaluation of an employee's actual job performance and future potential. Performance appraisals aim to measure performance, provide feedback to improve performance, and identify training needs. They also help establish standards, communicate expectations, and allocate rewards. Common methods of performance appraisal include weighted checklists, graphic rating scales, behavioral observation scales, and management by objectives. Potential biases that can impact performance appraisals include halo effects, central tendency, leniency, and spill over effects.
Performance appraisal is the process of obtaining, analyzing and recording information about the employee. The focus of the performance appraisal is measuring and improving the actual performance and also the future potential of the employee.
According to Flippo, a prominent personality in the field of Human resources, "performance appraisal is the systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to his present job and his potential for a better job."
Link between organizations strategy and results. Directed toward a purpose. Can be beneficial for both the employer and the employee. Can serve administrative or developmental purposes. Feedback can help in enhancing performance. To review the performance. To judge the gap between the actual and the desired performance. Helps to strengthen the relationship and communication. To diagnose the strengths and weaknesses of the individuals. To identify the training and development needs.
To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees. Allocate rewards. To motivate employees. To provide feedback.
Promotion. Compensation. Employees Development. Selection Validation. Communication. Motivation. 1. Halo effect. 2. Horn effect. 3. Central tendency. 4. Leniency and strictness. 5. Spill over effect. 6. Fear of loosing subordinates and spoiling relations. Training is a process, by which efforts are made to increase the knowledge and skills of employees for the successful accomplishment of a specific job. According to FLIPPO, Training is an act of increasing the knowledge and skill of employees for doing a particular job. Expense on training is investment and not the wastage. Related to a specific job. Beneficial to both the organization and the employees. Continuous Process. Essential for both the new and the old employees. Development means to improve overall effectiveness of the employees at their current posts and to prepare them for handling more responsibility in future.
The objective of development is to prepare those types of managers who not only perform well in the present but also are able to handle more responsibility at higher posts in the future, more emphasis is laid on future, that is why it is called future oriented process.
Related to managers. More focused on future. Emphasis on all around development. More emphasis on education than training. Used to develop hidden talent. To train employees for accepting challenging jobs. Both on job and off methods are used. Emphasis on reasoning and critical ability. Optimum Utilization of Human Resources. More focused on future. Development of Human Resources. Productivity. Team spirit. Organization Culture. Organizations Image. Quality. Morale. Profitability . Customer Satisfaction.