Performance Appraisal and Feedback

Performance AppraisalThe evaluation of employees’ job performance and contributions to their organization.
Performance FeedbackThe process through which managers share performance appraisal information, give subordinates an opportunity to reflect on their own performance, and develop with subordinates, plans for the future.
Behavior AppraisalsAssesses how workers perform their jobs—the actual actions and behaviors that exhibit on the job.
Focuses on what a worker does right and wrong and provides good feedback for employees to change their behaviors.
Results appraisalsManagers appraise performance by the results or the actual outcomes of work behaviors
Objective appraisalsAssesses performance based on facts (e.g., sales figures).
Subjective appraisalsAssessments based on a manager’s perceptions of traits, behavior, or results.
Graphic rating scales
Behaviorally anchored rating scales (BARS)
Behavior observation scales (BOS)
Forced ranking systems

Types of Performance Appraisal

Trait AppraisalsAssessing subordinates on personal characteristics that are relevant to job performance.
Disadvantages of trait appraisalsEmployees with a particular trait may choose not to use that particular trait on the job.
Traits and performance are not always obviously linked
 It is difficult to give feedback on traits.

Training and Development

TrainingTeaching organizational members how to perform current jobs and helping them to acquire the knowledge and skills they need to be effective performers.

DevelopmentBuilding the knowledge and skills of organizational members to enable them to take on new responsibilities and challenges.

Needs AssessmentAn assessment of which employees need training or development and what type of skills or knowledge they need

 

Types of Training

Classroom InstructionEmployees acquire skills in a classroom setting.
Includes use of videos, role-playing, and simulations.
On-the-Job TrainingEmployee learning occurs in the work setting as new worker does the job.
Training is given by co-workers and can be done continuously to update the skills of current employees.

Types of Development

Varied Work ExperiencesTop managers have need to and must build expertise in many areas.
Employees identified as possible top managers are assigned different tasks and a variety of positions in an organization.
Formal EducationTuition reimbursement is common for managers taking classes for MBA or job-related degrees.
Long-distance learning can also be used to reduce travel and other expenses for managerial training.

Selection Tools :

Selection processManagers find out whether each applicant is qualified for the position and likely to be a good performer

Background InformationHelpful to screen out applicants who are lacking key qualifications
Determine which qualified applicants are more promising than others

InterviewsStructured interviews where managers ask each applicant the same job-related questions.
Unstructured interviews that resemble normal conversations.
Usually structured interviews preferred; bias is possible in unstructured interviews.

Paper-and-Pencil TestsAbility tests assess the extent to which applicants possess the  skills necessary  job performance
Managers must have sound evidence that the tests are good predictors of performance

Physical ability tests Measures of dexterity, strength, and stamina for physically demanding jobs
Measures must be job related to avoid discrimination.

Performance tests Tests that measure an applicant’s current ability to perform the job or part of the job such as requiring an applicant to take typing speed test.
Assessment centers are facilities where managerial candidates are assessed on job-related activities over a period of a few days.

ReferencesKnowledgeable sources who know the applicants’ skills, abilities, and other personal characteristics
Many former employers are reluctant to provide negative information

Who Appraises Performance?

Self
Self appraisals can supplement manager view.
Peer appraisal
Coworkers provide appraisal; common in team settings.
360 Degree
A performance appraisal by peers, subordinates, superiors, and clients who are in a position to evaluate a manager’s performance

Human Resource

Management

HRM Components :

• Recruitment and Selection
• Training and Development
• Performance Appraisal and Feedback
• Pay and Benefits
• Labor relations

The Recruitment and Selection System

إضافة تسمية توضيحية

I am samah Abdulaziz..
 Studying in Taibah University, college of Computer Science and Engineering at the Department of Information Systems at the fifth level
Hello everyone ...