APPRAISAL

1
APPRAISAL

• We all constantly appraise, consciously or
  unconsciously, objectively or subjectively.
• When we appraise something, we rate its worth,
  its usefulness and the degree to which it
  displays various qualities.
• Organisational appraisal systems are an attempt
  to formalise these activities for the benefit of
  both the individual and the organisation.
• Performance appraisal is the process by which
  someone
• evaluates an employees work behaviours by
  measurement and comparison with previously
  established standards
• (2) documents the results, and
• (3) communicates the results to the employee.
• (Moorhead and Griffin, 1998202)

2
USES OF APPRAISAL

• Appraisal can be used to-
• improve current performance
• provide feedback on performance
• increase motivation
• identify training and development needs
• determine the effectiveness of training and
  development programmes
• identify potential
• let individuals know what is expected of them
• focus on career development
• award salary increases
• solve job problems
• set out job objectives
• provide information for human resource planning
  and career succession
• assess the effectiveness of the selection process
• a reward or punishment in itself.

3
THREE CATEGORIES OF USES OF APPRAISAL (Randell
et al, 1984)

• Randell et al (1984) argue that the uses of
  appraisal can be
• categorised into three broad categories and that
  an appraisal
• system should attempt to satisfy only one of
  these.
• 1. Reward Reviews
• 2. Potential Reviews
• 3. Performance Reviews
• WHO IS APPRAISED?
• traditionally those in management and supervisory
  positions
• more clerical and secretarial now included
• manual staff to a lesser extent
• HOW OFTEN?
• majority of schemes involve annual appraisal
• frequency should be related to the nature of the
  organisation, the purpose and objectives of the
  scheme, and the characteristics of the staff.

4
WHO CARRIES OUT THE APPRAISAL?

• Immediate supervisor (appraisal by father or
  parent)
• Superiors superior - involved in either of two
  different ways
• countersignature to give seal of approval to
  indicate that the process has been fairly and
  properly carried out.
• may directly carry out the appraisal -
  grandfather approach to appraisal.
• Member of the personnel department
• Self-appraisal
• Appraisal by peers
• Appraisal by subordinates
• Assessment centres
• 360-degree feedback

5
WHAT SHOULD BE APPRAISED?

• Appraisal systems can measure a variety of
  things
• personality
• behaviour or performance
• achievement of goals.
• These areas can be measured qualitatively or
  quantitatively.
• Rating can be structured to assist objectivity.
• One way to improve the objectivity of rating is
  by avoidance of personality measures.
• Appraisal schemes are most useful when they
  measure behaviour and performance rather than
  personality and concentrate on linking ratings to
  behaviour and performance.

6
METHODS OF APPRAISAL

• PERSONALITY MEASURES
• problems with traits is that they can be defined
  differently and are not mutually exclusive
• may not be relevant to the appraisees job
• BEHAVIOURALLY ANCHORED RATING SCALES (BARS)
• sample group of raters suggest examples of
  behaviour
• examples collated and returned with no indication
  of scale point for which suggested
• sample raters allocate scale points to each
  example
• those consistently located at the same scale
  point are selected
• BEHAVIOURAL OBSERVATION SCALES
• alternative way of linking behaviour and ratings
  - similar to BARS
• indicate a number of dimensions of performance
  with behavioural statements for each
• individuals appraised as to the extent to which
  they display each of the characteristics
• MEETING OBJECTIVES
• job objectives set and measured
• appraisee involvement in setting objectives
  varies
• various problems with this method e.g. factors
  beyond appraisees control may affect achievement
  of objectives, objectives may change over year

7
DEVELOPMENT OF APPRAISAL CRITERIA

• Critical incident technique
• to identify particularly difficult problems at
  work.
• Content analysis of working documents and
  performance questionnaires
• managers and potential appraisees identify
  (anonymously) what characterises the most
  effective and least effective job holder.
• Job analysis
• identifies appraisal criteria, and formulates key
  tasks and duties and expected standards
• appraisal based on a comparison between this and
  actual performance
• apparent validity and relates to job performance.

8
THE APPRAISAL INTERVIEW

• Purpose of the interview and extent of
  appraisees participation depends on the uses of
  the appraisal and extent to which it is an open
  process.
• Appraisal interview can serve a variety of
  purposes.
• Beware of dangers such as appraiser jumping to
  conclusions or being badly prepared, not allowing
  enough time either for the appraisee to prepare,
  or for the interview itself.
• Recommended Structure for a Performance Appraisal
  Interview
• 1. Purpose and rapport
• 2. Ask for appraisees views
• 3. Appraiser offers views
• 4. Explore disagreements
• 5. Resolve differences
• 6. Close

9
ESTABLISHING A SUCCESSFUL APPRAISAL SYSTEM

• The purpose and nature of the appraisal system
  should be made clear
• Commitment and support from top management
• Related to corporate objectives
• Openness and participation
• Appraisal criteria
• Training
• Administrative efficiency
• Monitoring and follow-up action
• Appeals procedure
• From appraisal to performance management
• PERFORMANCE MANAGEMENT
• Stage 1 - Definition of business role
• Stage 2 - Individual objectives/targets/goals
• Stage 3 - Individual development plan to support
  target achievement
• Stage 4 - Assessment - ongoing, annual, linked to
  pay