7. Appraisal Process Establish Performance Standards with Employees Communicate Expectations Measure Actual Performance Compare Actual Performance with Standards Discuss the Appraisal with the Employee If Necessary, initiate Corrective Action
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14. Checklist Appraisal Sample Checklist Yes No 1) are the supervisors orders usually followed? 2) does the individual approach customers promptly? 3) does the individual suggest additional merchandise to customers? 4) does the individual keep busy whenn not serving a customer? 5) does the individual lose his temper in public? 6) does the individual volunteer to help other employees?
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17. Graphic Rating Scale Sample Performance Factor Performance Rating Quality of work, skill, completeness Consistently unsatisfactory Occasionally unsatisfactory Consistently satisfactory Sometimes superior Consistently superior Quantity of work done in a day Consistently unsatisfactory Occasionally unsatisfactory Consistently satisfactory Sometimes superior Consistently superior Job knowledge is information pertinent to the job that an individual should have for satisfactory job performance Poorly informed about work duties Occasionally unsatisfactory Can answer most questions about the job Understands all phases of the job Has complete mastery of all phases of the job Dependability is following directions & company policies without supervision Requires constant supervision Requires occasional follow up Usually can be counted on Requires little supervision Requires absolute minimum supervision
51. Determining Training Needs What deficiencies if any do Incumbents have in the skills, Knowledge, abilities, required To exhibit the necessary job behaviors? What behaviors are Necessary for each job Incumbent to complete his Arranged tasks? What are the organizations goals? What task must be completed To achieve the goals? Is There a need for training?
Employee development: by determining weaknesses of an employee we are better able to train to lessen them Documentation: justification for employee decisions. e.g. employee termination could be justified byhis bad performance record
Inflationary pressures: inflating or upgrading appraisals in order to lessen negative repercussions of appraisals Inappropriate substitutes for performance: the using a different criteria in place of another. For example, if criteria for a salespersons appraisal is affected by outside factors (economics) an appraiser may opt to use promptness, congeniality, etc as a place holder for this attribute