PERFORMANCE MANAGEMENT AND APPRAISAL SYSTEM

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PERFORMANCE MANAGEMENT AND APPRAISAL SYSTEM

• Prepared by Beverley Clarke
• The University of the West Indies
• SW23B Organisation and Administration of Social
  Services

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Definition of PMAS

• It involves the identification, measurement and
  management of human performance in
  organizations. Gomes-Mejia, L. R. et al (1995)
  Managing Human Resources.

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• Identification means-- the area of work against
  which performance will be measured. Focuses on
  performance that affects organizational success.
• Measurementmeans making judgment on how good or
  bad the employee performance is.
• Managementis the overriding goal of appraisal
  system. Appraisal should be more than a past
  activity that criticizes or praises workers for
  their performance in preceding years.

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• . Rather performance management appraisal must
  take a future oriented view of what workers can
  do to achieve their potential in the
  organization. This requires supervisors to
  provide workers with regular feedback and coach
  them to higher levels of performance.

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Uses of Performance Management and Appraisal
System

• Administrative decisions on employees work
  condition including promotion, appointments and
  rewards.
• Developmental
• 1. Improving employees performance
• 2. Strengthen job skills
• 3. Counselling employees on
• effective work behaviour
• 4. Recommendation for further
• training

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Bias in Appraisal

• Recency situation where an appraiser is able to
  recall only those events, results or occurrences
  which took place in the period close to the
  actual appraisal and uses this information as a
  point of reference for all aspects of the
  appraisal.
• The Matthew Effect this occurs where employees
  tend to keep receiving the same appraisal results
  year in and year out. That is, their appraisal
  results tend to become self-fulfilling

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Bias in Appraisal

• if they have done well, they will continue to do
  well they have done poorly they will continue to
  do poorly. The Matthew Effect suggests that no
  matter how hard an employee strikes their past
  appraisal records will prejudice their future
  attempts to improve.
• Similarity - a tendency to judge others in a
  favourably light because they have
  characteristics which are similar to others or
  persons who we admire..

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Bias in Appraisal

• It is also a tendency to assess others
  unfavourably because they are unlike us or people
  who we admire
• Horns/Halo Effect the tendency to be overly
  influence by a single or handful of personality
  traits or competencies. For example, the
  computer whiz kid who is well liked by others but
  who fails to deliver on his projects, or the
  quiet reserve employee who is not very sociable
  but produces outstanding results.

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Bias in Appraisal

• Initial Impression the tendency to allow your
  initial impression of someone to dominate your
  thinking. For example, a person who is well
  groomed or who is articulate might be assessed as
  outstanding or on the contrary a person who is
  inarticulate might be judge as incompetent.
• Leniency the tendency to give a higher rating
  than the individual deserve because you like the
  individual, you believe the higher will motivate
  or improve the individuals performance or you
  would like the person to qualify for a
  performance awards.

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Bias in Appraisal

• Contrasting tendency to rate others relative to
  persons who were rated previously.
• Central Tendency this is the tendency to score
  in the middle on all or most factors. This bias
  is motivated by the desire to play it safe.

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Performance Improvement Interventions

• Mentoring linking the appraisee to a more
  experienced person, who can help him or her to
  gain insight to achieve improved performance.
• Special Assignment the jobholder is given a
  special assignment, which requires the use of
  competencies requiring development. This maybe
  individual or team based.
• Job Enrichment deepening the breath, depth or
  scope of a job by giving it more accountability
  and responsibility.

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Performance Improvement Interventions

• Focus Reading/Research directing the jobholder
  to a specific body of written information
  followed by debriefing to identify learning
  outcomes and possible application to achieve
  performance improvement.
• Coaching helping the jobholder to develop
  skills through guidance, demonstration,
  monitoring and feedback.
• Short Courses work shop or seminar on a
  particular topic offered internally or externally
  and usually lasting one or a few days.

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Performance Improvement Interventions

• Job Rotation Jobholder performs another job for
  a designated period of time before returning to
  his/her substantive position.
• Professional Development the jobholder
  participates in events relating to his/her
  professional discipline. These may take the form
  of conferences, special presentation, subscribing
  to journals and other professional publications

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Bibliography

• Gomez-Mejia, L. R. et al (1995) Managing Human
  Resources Prentice Hall Inc. Englewood Cliffs NJ
  pg. 256 258
• MIND, (2006, October) Performance Management
  Appraisal Systems