Bhushan Narsinghani

Roll No. 11
bjective assessment of an individual’s performance against
well defined benchmarks

enchmarks
 Job Knowledge
 Supervision
 Leadership
 Dependability
 Job Analysis Performance Standards Performance Appraisal

Describes work and Translate job Describes the job-

personnel requirement requirements into relevant strengths and
of a particular job levels of acceptable or weaknesses of each
unacceptable individual
performance
 Provide feedback about
employees
Diagnose the Strengths &
Weaknesses of individuals
Provide coaching,
counseling, career planning
Develop positive relation
and reduce grievance
Provide database
Facilitates research in
personnel management
Philips Model

Problem
High Stars
Children

Planned Solid
l ai t net o P

Low Separation Citizens

Low High

Performance
 Define

performance expectations
Describe

measurement tools
Use a
rating system
Cover

specific examples
Set

measurable goals
 M
easurement systems need to be:
 Specific
 Fair
 Consistent
 Clear
 Useful
S
ystems can be
 Numerical
 Textual
 Management by Objectives (MBO)
 Behavior/Phsychological oriented
Checklists
Critical Incidence Method
Forced Choice
Forced Distribution
Critical Incident
BARS
Field review
Tests and Observations
ACRS
Essay
Cost Accounting
Rating Scales
Checklist Method
Is
employee regular Y/N
Is
employee respected by subordinate Y/N
Is
employee helpful Y/N
Does
he follow instruction Y/N
Does
he keep the equipment in order Y/N
 Step 1. Identify critical incidents

 Step 2. Select performance dimension

 Step 3. Retranslate the incidents

 Step 4. Assign scales to incidents

 Step 5. Develop final instrument

Forced Choice Method

riteria Rating


.Regularity on the job Most Least
 Always regular
 Inform in advance for delay
 Never regular
 Remain absent
 Neither regular nor irregular
 

et organizational goals


efining performance target



erformance review


eedback
Guidelines
•Select a good time
•Start with
something positive
•Listen
•Manage eye
contact and body language
•Layout
development plan
•Set mutually
agreeable goals
•End in a positive,
encouraging note