PERFORMANCE APPRAISAL INTRODUCTION: Performance Performanc e appraisal is assessment of how staff member is doing job. Employee performance is the product of three underlying factors. i.e ability, motivation and environment. DEFINITION DEFINITION : It is defined as a method method used to determine determine whether a service is needed and likely to be used, whether a service is needed and likely to be used, whether it is conducted as planned and whether the service actually helps the people in need. Performance appraisals are used by organizations to determine promotions, lateral movement, transfers, pay increases, bonus decisions as well as stock grants. Performance appraisals are also used to determine separation decisions. Performance reviews, evaluations, personnel ratings, employee appraisals , merit ratings are terms that are used synonymously with performance appraisals.
TOOLS OF PERFORMANCE APPRAISAL: two types:
Performance appraisal tools are of
1. Structured ( traditional ) methods:
Forced distribution scale
Graphic rating scale 2. Flexible( collaborative) method
I.
Behaviorally anchored rating scale( scale( BARS) BARS)
Management by objectives objectives ( MBO)
Peer review
Structured ( traditional ) methods:
Forced distribution scale: The forced distribution scale is a nonreferenced tool that prevents the evaluator evaluator from rating allindividuals allindividuals in the same manner. This scale provides the employee with a brief visual picture of how this evaluator has ranked performance in reference to others. It provides group cohesion and communication effectiveness by
sits nature of rank- ordering individual performance.The employ should feel positive about the evaluation. The employee can see how many other employees, above him or her on the scale, are perceived as being better. The forced distribution scale can also undermine morale and group cohesion, as well as stifle creavity or the uniqueness of the individual employee.
II.
Graphic rating scale: Graphic rating scale is a structured approach to evaluation. This comprise a numbering system that indicates lowd high values for evaluating performance. The rating scale is popular because it is easy to construct and easy to use. Problems with this type of scale are that it lacks specificity and promote a halo or recency effect. The halo effect describes an evaluation based on the presumption that if the employee does well in several known areas, he or she is doing well in all areas. The recency effect describes a phenomenon closer to the rating session is better remembered than that from previous month. Rating scales are relatively east to construct and easy to complete. Flexible methods: Behaviorally anchored rating scale( BARS): BARS can be best implemented as a collaborative or flexible approach. The focus is on behavior and should include employees in the development. BARS combine ratings with critical incidents or criterion references. The criteria used for this scale are specific to the specialty of nursing delivered and pre established outcomes. This scale is also considered more advantageous in terms of litigation. BARS describes the employee`s performance both qualitatively and quantitatively. Staff who are involved in the development of these instruments are more likely to understand the importance of evaluation for each criterion selected and to have an understanding of their performance expectations. The primary drawback of this scale is that it is expensive to develop and time consuming to implement; it must be designed for each specific position description or standard of practice. However, it provides the manager with concrete information, with minimal subjective interference. The final result would be summarized by the manager and incorporated into the employee`s performance appraisal.
Management by objectives ( MBO): This method is also termed as the establishment of learning goals, which are mutually established by the employee and the manager. Process regarding the accomplishment of these goals is documented thoughout the rating period. The MBO method is similar to learning goals but is more rigid in structure. An MBO approach requires that the employee establish clear and measurable objectives at the beginning of each rating period . These objectives are then addressed individually and in writing by both the employee and the manager during the performance appraisal evaluation. Learning goals are easier to define for both individuals because they are usually stated in broader terms. Both approaches support evaluation of employee performance. Then , in effect, the employee has created a “performance contract” as well as having defined goals for future professional performance. Peer review: It is also a flexible or contemporary strategy. If the guidelines are developed collaboratively, peer review may also be considered a developmental level of evaluation. That is employees are involved in the development and implementation process. Nurses tend to function in their normal pattern in the presence of peers, and this can be a very solid rating method. This method should not be used if the manager is at attempting to institute team building strategies or if the unit is unstable and the employees do not like each other. The employees must trust and respect each other to willingly participate in the peer appraisal process.
Confidential reports: It is mostly used in government organization. It is a descriptive report prepared, generally at the end of the every year, by the employee`s immediate superior. The report highlights the strength and weaknesses of the subordinate. The report is not databased. The impressions of the superior are merely recorded here. It does not offer any feedback to the appraise. The appraise is not sure about why his rating has been fallen despite his best efforts, why others are rated as high, when compared to him,how to rectify his mistakes, if any; on what basis he is going to be evaluated next year . since the report is generally not made public hence no feedback is available, the subjective analysis of the superior
is likely to be contexted. In recent years, due to pressure from the courts and trade unions, the details of the negative confidential reports are given to the appraise.
Performance Appraisal Interview
Performance appraisal interview is an interview that conduct between HR dept/manager and employee per year/6 months, 3 months and the employee gets useful feedback information about how effectively and efficiently he is able to discharge the assigned duties. It also gives the opportunity to employee to explain his views about the ratings, standards, rating methods, internal and external causes for low level of performance. Purpose of performance appraisal interview: The puposes of performance interview are: To provide an opportunity for employees to express themselves on performance-related issues. To help employees do a better job by clarifying what is expected of them. To let employees know where they stand. To strengthen the superior-subordinate working relationship by developing a mutual agreement of goals. To plan opportunities for development and growth.
PRECAUTIONS IN APPRAISAL INTERVIEW: The following precautions should be taken duing interview: 1. Acts not attitudes: Never attack personality, educational background, physique, etc. Do not comment on employee’s attitudes. 2. Listen to the recipient:The reactions of the feedback recipient should never be ignored. The appraiser should give feedback when the appraisee is ready to accept it. 3. Descriptive, not evaluative:The feedback should not be judgemental. It should be descriptive and allow the recipient to think and take appropriate action. consider the statements, which reflect this spirit: 4. Future-oriented:Do not dwell on the past; focus on the future, review the past, observe the current performance and use both to improve employee performance in future.
5. Goal-oriented:Each one of us walk along our own path. There may be hurdles on the way. We may overstep and go off the rails. We may obstruct others from realizing their goals. 6. Data-based feedback: Effective feedback gives specific information about where the recipient has gone wrong and gives him data in the form of observations, feelings and other things which his behavior has evoked. 7. Continuous:Feedback should not be an annual ritual carried out in a mechanical way. It should be a continuous, on going process of reinforcing right behaviors and checking wrong ways of doing things. 8. Need based and solicited:Feedback would be effective if the recipient genuinely wants to take it and mends his behaviors that are not in tune with job requirements. It should be such that the recipient could think about it and do something to improve his behavioral responses. 9. Reinforcement: Effective feedback should help a person decide about which style of behavior he should continue to use. 10. Suggestive:The supervisor may offer constructive suggestions aimed at improving the behavior of the recipient. These should however, be in the form of various alternatives open to the recipient for improving his own ways of doing things. PERFORMANCE INTERVIEW CHECKLIST 1. Before performance interview • Specify any required personnelcoordination needed to achieve anobjective. • Identify if needed resources can be provided. • What the supervisor/manager should do? • Decide whether each objective represents a priority need. • Is there a clear performance standard, completion deadline, and method of checking results ? • Determine whether additional objectives are appropriate. • Insure that there are neither too few nor too many objectives in total. • Judge whether performance standards are realistic. • Decide if the subordinate has sufficient authority in the objective area. • Note whether foreseeable contingencies should be recognized. • Consider the extent of personal support that the subordinate will require for improved performance. • Examine the subordinate’s other job responsibilities to see if any are being neglected. 2. During performance interview: • Select a convenient interview location and stress the meeting’s importance. Be promptand allocate sufficient time for an uninterrupted discussion.
• Begin with small talk to set the subordinate at ease: tailor the approach to the individual. • Avoid placing the subordinate in a defensive position. Keep advice to a minimum. Avoid clashes over personality differences, weaknesses and past mistakes; avoid arguments. • Provide positive comments whenever possible. • Request that the subordinate explain each objective. Provide ample opportunity for developing insight into the objectives. Listen with interest and understanding. • Remember that setting objectives is a joint process. Compromise when possible. Be willing to change viewpoints. • Be willing to resolve serious controversies. • Ask questions based on prior preparation and new information. Encourage subordinate to respond and ask his/her own questions. • Ask how superior can help subordinate do an even better job. • See that final objectives meet technical requirements. 3. After performance interview: • Summarize the discussion with input from the employee. • Summarize his/her plans for improvement/growth with input from the em ployee. This might include: Removing/correcting deficiencies including retraining or “practice” plans and re-valuation; building upon strong areas; personal and professional development plans(often referred to as a personal growth agreement plan). • End the interview on a positive note. • Be certain the employee leaves with a current and accurate job description and current, useful, and accurate performance expectations for the coming year. • Arrange for the follow up session as appropriate/necessary. • Confirm employee’s understanding of expectations.
Interview checklist for performance appraisal This checklist help you to prepare an interview of performance appraisal. 1. Did you reinforce the employee’s accomplishments? 2. Did you give the employee a sense of what you thought of his or her potential or ability? 3. Are you both clear on areas where improvement is required? expected? demanded? 4. Are they objective? 5. Are they specific? 6. What training or development recommendations did you agree on? 7. Time frame?
8. Did you discuss each goal or objective established for this employee? 9. Are you and the employee clear on the areas of agreement? disagreement? 10. Did you and the employee cover all positive skills, traits, accomplishments, areas of growth, etc? 11. Did you set a time for the next evaluation? 12. Did you indicate consequences for noncompliance, if appropriate? 13. Did you set good objectives for the next appraisal period? 14. Did you confirm what your part would be? Did the employee confirm his or her part? 15. Did you thank the employee for his or her efforts? 16. Are they measurable? 17. Standard to be used for evaluation?
PERFORMANCE MANAGEMENT:
Performance management is about getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competing requirements. It is a process for establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way which increases the probability that it will be achieved in the short and long term. It is owned and driven by management. PERFORMANCE APPRAISAL PROCESS Every employee in any organization is being continuously evaluated. In some cases the parameters for evaluation are very objective and can be easily quantified. In the case of a Sales Executive, revenue and margins are easily determined and could be the parameters against which performance is measured. In other cases performance cannot be directly quantified, leading to a lot of subjectivity, though it is always argued that appropriate measures are in place for every job. For example, in the case of large software projects, it becomes very difficult to ascribe the quality and perfor mance of the application to a specific individual’s performance. In such cases it becomes extremely important to understand the performance measurement parameters clearly.
DISADVANTAGES 1. Time Consuming
It is recommended that a manager spend about an hour per employee writing performance appraisals and depending on the number of people being evaluated it can take hours to write the a department’s PA but also hours meeting with staff to review the PA. I’ve know managers who had 100 plus people to write PAs on.
2. Discouragement
If the process is not a pleasant experience it has the potential to discourage staff. The process needs to be one of encouragement, positive reinforcement and a celebration of a year’s worth of accomplishments. It is critical that managers document not only issues that need to be corrected but also the positive things an employee does throughout the course of a year and both should be discussed during a PA.
3. Inconsistent Message
If a manager does not keep notes and accurate records of employee behavior they may not be successful sending a consistent message to the employee. We all struggle with memory with as busy as we all are so it is critical to document issues (both positive and negative) when it is fresh in our minds.
4. Biases
It is difficult to keep biases out of the PA process and it takes a very structured, objective process and a mature manager to remain unbiased through the process.
ADVANTAGES 1. Performance based conversations
Managers get busy with day-to-day responsibilities and often neglect the necessary interactions with staff that provide the opportunity to coach and offer performance feedback. A performance management process forces managers
to discuss performance issues. It is this consistent coaching that affects changed behaviors. 2. Targeted Staff Development
If done well, a good performance management system can be a positive way to identify developmental opportunities and can be an important part of a succession planning process.
3. Encouragement to staff
Performance Appraisals should be a celebration of all the wonderful things an employee does over the course of a year and should be an encouragement to staff. There should be no surprises if issues are addressed as they arise and not held until the annual review.
4. Rewards staff for a job well done
If pay increases and/or bonuses are tied to the PA process staff can see a direct correlation between performance and financial rewards.
5. Underperformers identified and eliminated
As hard as we try it is inevitable that some employees just won’t cut the mustard as they say. An effective PA process can help identify and document under performers allowing for a smooth transition if the relationship needs to be terminated.
6. Documented history of employee performance
It is very important that all organizations keep a performance record on all employees. This is a document that should be kept in the employee’s HR file.
7. Allows for employee growth
Motivated employees value structure, development and a plan for growth. An effective performance management system can help an employee reach their full potential and this is positive for both the employee and manager. A good manager takes pride in watching an employee grow and develop professionally.
CONCLUSION: The most important aspects of enhancing performance is performance appraisal, which is a critical element of performance management and a key feature of organizational life. A performance appraisals have become far
more than just an annual ritual and are viewed as a key lever to enhance organizational performance’.
BIBLIOGRAPHY: Books:
nd
Basvanthappa BT. Nursing administration. Edition- 2 ,jaypee medical brothers, New delhi : pg:306-312. th Rousell Linda. Management and leadership. Edition-14 .jones and Bartlett publishers,Canada: page no.272-300. Marquis L.Bessie, Huston J.carol. Leadership roles and management functions in th nursing-Theory and application. Edition-4 .philadelphia: Lippincott Williams and wikins:2006. Swansburg C. Russel,swansburg J.Richard,introduction to management and rd leadership for nurse managers,3 edition. Jones and Bartlett publishers.page no.121-133.
Net content:
www. Google.com www.scribd.com www. Current nursing.com www.wikipedia.com
SEMINAR ON PERFORMANCE APPRAISAL
SUBMITTTED TO: RESPECTED MA`AM MRS. SELVA DEEPA LECTURER,CIMS CON. SUBMITTED BY: MISS GURPREET KAUR ND
M.Sc. NURSING 2
YEAR( OBG)
MASTER PLAN Name of the student Name of the evaluator
: :
Course Subject Unit Topic Date Time Place
: : : : : ; :
Miss Gurpreet kaur Respected maam Mrs. Selva deepa, M.Sc(N) lecturer, CIMS CON. nd M.sc Nursing 2 year Nursing management th 8 Fiscal planning 18.1.11 9:30-10:30 CIMS,CON.
INTRODUCTION: Performance appraisal is assessment of how staff member is doing job. Employee performance is the product of three underlying factors. i.e ability, motivation and environment. DEFINITION : It is defined as a method used to determine whether a service is needed and likely to be used, whether a service is needed and likely to be used, whether it is conducted as planned and whether the service actually helps the people in need. TOOLS OF PERFORMANCE APPRAISAL Performance Appraisal Interview
Purpose of performance appraisal interview Precautions in appraisal interview
PERFORMANCE INTERVIEW CHECKLIST 1. Before performance interview 2. During performance interview 3. After performance interview Interview checklist for performance appraisal Performance appraisal process
DISADVANTAGES 1. Time Consuming 2. Discouragement 3. Inconsistent Message 4. Biases ADVANTAGES 1. Performance based conversations 2. Targeted Staff Development 3. Encouragement to staff 4. Rewards staff for a job well done 5. Underperformers identified and eliminated 6. Documented history of employee performance 7. Allows for employee growth. CONCLUSION: The most important aspects of enhancing performance is performance appraisal, which is a critical element of performance management and a key feature of organizational life. A performance appraisals have become far more than just an annual ritual and are viewed as a key lever to enhance organizational performance’.
