PERFORMANCE APPRAISAL

1. SEMINAR
ON
PERFORMANCE
APPRAISAL
PRESENTED BY
MS. POOJA
M.Sc. Nursing II Year
NIMS NURSING COLLEGE

2. PERFORMANCE
APPRAISAL

3. DEFINITION
Performance appraisal is a systematic, periodic and so
far as humanly possible, an impartial rating of an
employee‘s excellence in matters pertaining to his
present job and to his potentialities for a better job.
- Edwin B Flippo

4. The performance appraisal process includes day-to-day
manager-employee interactions (coaching, counseling, dealing
with policy/procedure, written documentation (making notes
about an employee's behavior, completing the performance
appraisal form); the formal appraisal interview; and follow-up
sessions that may involve coaching and/or discipline when
needed.

5. OBJECTIVES
WORK RELATED OBJECTIVES
• To provide a control for work done
• To improve efficiency
• To help in assigning work and plan future work assignment
• To carry out job evaluation

6. CONT…
CAREER DEVELOPMENT OBJECTIVES
• To identify strong and weak points and encourage finding remedies
for weak points through training
• To determine career potential
• To plan developmental (promotional or lateral) assignments
• To plan career goals
• To let employees assess where they stand within the organization in
terms of their performance

7. CONT…
ADMINISTRATIVE OBJECTIVES
• To serve as a basis for promotion or demotion
• To serve as a basis for allocating incentives
• To serve as a basis for determining transfers
• To serve as a basis for termination in case of reduction of staff

8. PRINCIPLES
• Single employee is rated by two ratters. Then, the comparison
is made to get accurate rating.
• Continuous and personal observation of an employee is
essential to make effective performance appraisal.
• The rating should be done by an immediate superior of any
subordinate in an organization.

9. • A separate department may be created for effective performance
appraisal.
• The rating is conveyed to the concerned employee.
• The management should create confidence in the minds of
employees.
• The standard for each job should be determined by the
management.

10. KINDS/ TOOLS OF PERFORMANCE
APPRAISAL
• Ranking Method
• Paired Comparison
Method
• Forced Distribution
Method
• Grading
• Checklist
• Forced Choice Method
• Critical Incident Method
• Field Review Method
• Essay Evaluation

11. 1. Ranking method
This method is very old and simple form of
performance appraisal. An employee is ranked
one against the other in the working group
under this method. E.g. if there are 10 workers
in the working group, the most efficient
worker is ranked as number one and the least
efficient worker is ranked as number 10.

12. CONT…
Advantages
a. Each employee or worker can be compared with the other person.
b. A small organization can get maximum benefits through the ranking
method.
Disadvantages
a. A big organization is not able to get sizable benefits from the ranking
method.
b. Ranking method does not evaluate the individuality of an employee.

13. 2.Paired Comparison Method
• This method is a part of ranking method. It is
developed to be used in a big organization.
• Each employee is compared with other
employees taking only one at a time.
• The evaluator compares two employees and
puts a tick mark against an employee whom
he considers a better employee.
• In the same way, an individual is compared
with all other existing employees. Finally an
employee who gets maximum ticks for being
a better employee is considered the best
employee.

14. CONT..
Advantages
a. This method is suitable for big organizations.
b. Individual traits are evaluated under this method.
Disadvantages
a. The understanding of this method is difficult one.
b. It involves considerable time.

15. 3. Forced distribution method
A method which forces the rater to
distribute the ratings of the overall
performance of an employee is
known as forced distribution
method. Group wise rating is done
under this method. This method is
suitable to large organizations, but
the individual traits could not be
appraised under this method

16. 4. Grading
Certain categories of abilities or
performance of employees are
defined well in advance to fall in
certain grades under this method.
Such grades are very good,
good, average, poor and very
poor. Here the individual traits
and characteristics are identified

17. 5. Checklist
• The appraisal of the ability of an employee
through getting answers for a number of questions
is called the method of check list.
• These questions are related to the behavior of an
employee. The evaluation is done by a separate
department, but the duty of collection of checklist
answers is given to a person who is designated as
a rater.
• The rater indicates the answers of an employee
against each question by putting a tick mark.
There are two columns provided to each question
as yes or no.

18. 6. Forced choice method
A series of groups of statements are
prepared positively or negatively
under this method, both these
statements describe the characteristics
of an employee, but the rater is forced
to tick any one of the statements
either out of positive statements or
out of negative statements. The
degree of description of the
characteristics of an employee varies
from one statement to another.
Criteria Rating
1.Regularity on the job Most Least
•Always regular
•Inform in advance for delay
•Never regular
•Remain absent
•Neither regular nor
irregular

19. 7. Critical Incident method
The performance appraisal of an
employee is done on the basis of
the incidents occurred really to the
concerned employee. Some
incidents occurred due to the
inability of the employee, but the
rating is done on all the events
occurred in a particular period.
• Ex: A fire, sudden breakdown,
accident
Workers Reaction scale
 A
 B
 C
 D
 E
 Informed the supervisor
immediately
 Become anxious on loss of
output
 Tried to repair the machine
 Complained for poor
maintenance
 Was happy to forced test
1
2
3
4
5

20. CONT...
Advantage
• The evaluator rates performance rather than personality traits.
Disadvantage
• It requires the supervisors to write down incidents daily

21. 8. Field review method
An employee‘s performance is
appraised through an interview
between the rater and the
immediate superior or superior
of a concerned employee. The
rater asks the superiors
questions about the
performance of an employee;
the personnel department
prepares a detail report on the
basis of this collected
information.
Performance subordinate peers superior Customers
Leadership
Communication
Interpersonal
skills
Decision
making
Technical skills
Motivation
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22. 9. Essay evaluation
With easy evaluation technique
the nurse manager is required to
describe the employee‘s
performance over the entire
evaluation period by writing a
narrative detailing the strength
and weaknesses of the appraise. If
done correctly this approach can
provide a good deal of valuable
data for discussion in the appraisal
interview

23. CONT…
Advantages
• Done essays have the advantage of providing an in-depth analysis of
performance and are also especially suitable for identifying training and
development needs and problem areas.
Disadvantages
• Time consuming
• Tend to vary greatly in length and content
• Difficult to combine or compare since different essays cover different
aspects of performance

24. OBSTACLES
1. Lack of support from top management.
2. Resistance on the part of evaluators
3. Evaluation biases and rating errors
4. Lack of clear, objective standards of performance.
5. Failure to communicate purposes and results of performance appraisal to
employees.
6. Lack of a suitable appraisal tool.
7. Failure to police the appraisal procedure effectively.

25. APPRAISAL INTERVIEW
Once the manager completes an accurate evaluation
of performance, he/she should arrange an appraisal
interview. The appraisal interview is the first step in
employee development

26. CONT…
Characteristics
• They provide feedback to an employee which enables him
to improve his performance in future.
• They help management to ascertain and assess the
training needs of individual employees.
• They enable management to know the problems and
difficulties experienced by subordinates in discharging
their responsibilities and also their suggestions for
removing these difficulties.

27. TYPES OF APPRAISAL INTERVIEW
1. Tell and sell interview
It is based on the assumption that employees have some deficiencies but
they need to be convinced about these deficiencies.
The purpose of this interview is :-
a. To let the employee to know how well he is doing.
b. To draw up a plan of improvement for him.
c. To gain the employees acceptance of the evaluation.

28. CONT…
2. Tell and listen interview.
• The objective of this interview is to communicate the evaluation to the
employee and then listen sympathetically to his reactions.
• It consists of two parts:-
- The first part covers the strong and weak points of the employee‘s
performance.
- The second part is used to explore thoroughly the employee‘s
feelings about the evaluation.

29. CONT…
3. Problem solving interview.
• In this interview the aim is not appraisal but development of an employee.
• Therefore, the interviewer takes himself out of his usual role as a judge and
puts himself in the role of a helper.
• He does not communicate the evaluation to the employee.
• He does not point out the areas of improvement; rather he stimulates the
employee into thinking about improving his own performance.
• He does not supply remedies or solutions but considers all ideas on job
improvement suggested by the employee.

31. • Provide a record of performance over a period of time.
• Provide an opportunity for a manager to meet and discuss performances.
• Provide the employee with feedback about their performance.
• Provide an opportunity for an employee to discuss issue and to clarity
expectations
• Can be motivational with the support of a good reward and
compensation.

32. DISADVANTAGES
• If not done appropriately, can be negatively experience.
• Very time consuming especially for a manager.
• Subject to rater errors and biases.
• If not done right can be a complete waste of time.
• Can be stressful for all involvement

33. • The performance appraisal methods are unreliable.
• If an employee is well known to an employer, the
performance appraisal may not be correct.
• The inability of supervision to appraise an employee
does not bring out the accurate performance appraisal.
• Some qualities of an employee cannot be easily
appraised through any performance appraisal method.
• A supervisor may appraise an employee to be good to
avoid incurring his displeasure.
• Uniform standards are not followed by the supervisors
in the performance appraisal

34. Conclusion
A member in an organization expresses an opinion or views about
others. The opinion may be about the way of mixing with others, way of
working, character, etc. These opinions become a basis for the appraisal
of an employee. A superior has some opinion about his sub-ordinates for
determining many things like promotions, transfer, pay fixation, etc.