1.What is Performance management? What are 3
performance assessments methods? Give some
examples.
Performance management is a process by which managers and
employees work together to plan, monitor and review an employee’s
work objectives and overall contribution to the organization. More
than just an annual performance review, performance management is
the continuous process of setting objectives, assessing progress and
providing on-going coaching and feedback to ensure that employees
are meeting their objectives and career goals.
Performance assessment: The performance assessments summarize
the contributions of an employee over the entire period of assessment.
The major goal of a performance assessment is to recognize the degree
to which an employee successfully delivered his performance and the
extent to which the standards and objectives were achieved.
3 performance assessment methods
1. Trait based methods:
Characteristics of person
Good but subjective indicator
Actual performance not considered
Graphic Rating Scale Method:
The graphic rating scale is one of the most popular and simplest
techniques for appraising performance. It is also known as linear
rating scale. In this method, the printed appraisal form is used to
appraise each employee.
The form lists traits (such as quality and reliability) and a range
of job performance characteristics (from unsatisfactory to
outstanding) for each trait. The rating is done on the basis of
, points on the continuum. The common practice is to follow five
points scale.
The rater rates each appraisee by checking the score that best
describes his or her performance for each trait all assigned
values for the traits are then totaled.
This method is good for measuring various job behaviours of an
employee. However, it is also subjected to rater’s bias while
rating employee’s behaviour at job. Occurrence of ambiguity in
design- mg the graphic scale results in bias in appraising
employee’s performance.
2. Result based methods
Comparison of work outcome with pre-set target
Objective indicator
Focuses on WHAT the employee achieves
Management by Objectives (MBO): Most of the traditional
methods of performance appraisal are subject to the antagonistic
judgments of the raters. It was to overcome this problem; Peter
F. Drucker propounded a new concept, namely, management by
objectives (MBO) way back in 1954 in his book.
The Practice of management. The concept of MBO as was
conceived by Drucker, can be described as a “process whereby
the superior and subordinate managers of an organization jointly
identify its common goals, define each individual’s major areas
of responsibility in terms of results expected of him and use
these measures as guides for operating the unit and assessing the
contribution of each its members”.
In other words, stripped to its essentials, MBO requires the
manager to goals with each employee and then periodically
discuss his or her progress toward these goals.
performance assessments methods? Give some
examples.
Performance management is a process by which managers and
employees work together to plan, monitor and review an employee’s
work objectives and overall contribution to the organization. More
than just an annual performance review, performance management is
the continuous process of setting objectives, assessing progress and
providing on-going coaching and feedback to ensure that employees
are meeting their objectives and career goals.
Performance assessment: The performance assessments summarize
the contributions of an employee over the entire period of assessment.
The major goal of a performance assessment is to recognize the degree
to which an employee successfully delivered his performance and the
extent to which the standards and objectives were achieved.
3 performance assessment methods
1. Trait based methods:
Characteristics of person
Good but subjective indicator
Actual performance not considered
Graphic Rating Scale Method:
The graphic rating scale is one of the most popular and simplest
techniques for appraising performance. It is also known as linear
rating scale. In this method, the printed appraisal form is used to
appraise each employee.
The form lists traits (such as quality and reliability) and a range
of job performance characteristics (from unsatisfactory to
outstanding) for each trait. The rating is done on the basis of
, points on the continuum. The common practice is to follow five
points scale.
The rater rates each appraisee by checking the score that best
describes his or her performance for each trait all assigned
values for the traits are then totaled.
This method is good for measuring various job behaviours of an
employee. However, it is also subjected to rater’s bias while
rating employee’s behaviour at job. Occurrence of ambiguity in
design- mg the graphic scale results in bias in appraising
employee’s performance.
2. Result based methods
Comparison of work outcome with pre-set target
Objective indicator
Focuses on WHAT the employee achieves
Management by Objectives (MBO): Most of the traditional
methods of performance appraisal are subject to the antagonistic
judgments of the raters. It was to overcome this problem; Peter
F. Drucker propounded a new concept, namely, management by
objectives (MBO) way back in 1954 in his book.
The Practice of management. The concept of MBO as was
conceived by Drucker, can be described as a “process whereby
the superior and subordinate managers of an organization jointly
identify its common goals, define each individual’s major areas
of responsibility in terms of results expected of him and use
these measures as guides for operating the unit and assessing the
contribution of each its members”.
In other words, stripped to its essentials, MBO requires the
manager to goals with each employee and then periodically
discuss his or her progress toward these goals.
