2. INTRODUCTION
A continual and troublesome question facing nurse managers
today is why some employees perform better than others.
Each employee is different in many respects. A manager
needs to ask how such differences influence the behaviour
and performance of the job requirements. Ideally, the
manager performs this assessment when the new employee is
hired. In reality, however, many employees are placed in
positions without the managers having adequate knowledge
of their abilities and / or interests. This often results in
problems with employee performance, as well as conflict
between employees and managers.
3. MEANING
Performance appraisal means the systematic evaluation of the
performance of an expert or his immediate superior.
Performance appraisal is a method of evaluating the behavior
of employees in the work spot, normally including both the
quantitative and qualitative aspects of job performance.
Performance here refers to the degree of accomplishment of
the tasks that make up an individual's job. It indicates how
well an individual is fulfilling the job demands.
4. DEFINITION
Performance appraisal is a systematic, periodic and so far as
humanly possible, an impartial rating of an employee‘s
excellence in matters excellence in matters pertaining to his
present job and to his potentialities for a better job‖
5. OBJECTIVES OF APPRAISAL
To determine the effectiveness of employees on their present
jobs so as to decide their benefits.
To identify the shortcomings of employees so as to overcome
them through systematic guidance and training.
To find out their potential for promotion and advancement.
6. PURPOSES AND BENIFITS
To provide backup data for management decisions concerning salary
standards, merit increases, selection of qualified individuals for hiring,
promotion or transfer, and demotion or termination of unsatisfactory
employees.
To serve as a check on hiring and recruiting practices and as validation of
employment tests.
To motivate employees by providing feedback about their work.
To discover the aspirations of employees and to reconcile them with the
goals of the organisation,
To provide employees with recognition for accomplishments,
To improve communication between supervisor and employee, and to
reach an understanding on the objectives of the job.
7. PURPOSES AND BENIFITS
To help supervisors observe their subordinates more closely,
to so a better job, and to give supervisors a stronger part to
play in personnel management and employee development,
To establish standards of job performance.
To improve organisational development by identifying
training and development needs to employees and designing
objectives for training programmes based on those needs,
To mark candidates for supervisory and management
developments
To help the organisation determine if it is meeting its goals.
8. IMPORTANCE
Performance appraisal helps the management to take decision about the
salary increase of an employee.
The continuous evaluation of an employee helps in improving the quality
of an employee in job performance.
The Performance appraisal brings out the facilities available to an
employee, when the management is prepared to provide adequate
facilities for effective performance.
It minimises the communication gap between the employer and
employee.
Promotion is given to an employee on the basis of performance
appraisal.
The training needs of an employee can be identified through
performance appraisal.
9. The decision for discharging an employee from the job is also
taken on the basis of performance appraisal.
Performance appraisal is used to transfer a person who is
misfit for a job to the right placement.
The grievances of an employee are eliminated through
performance appraisal.
The job satisfaction of an employee increases morale. This
job satisfaction is achieved through performance appraisal.
It helps to improve the employer and employee relationship.
10. CONCEPT OF PERFORMANCE
APPRAISAL
The appraisal should be in writing and carried at least once a year.
The performance appraisal information should be shared with the
employee.
The employee should have the opportunity to respond in writing to the
appraisal.
Employees should have a mechanism to appeal the results of the
performance appraisal.
The manager should have adequate opportunity to observe the
employees job performance during the course of the evaluation period.
Anecdotal notes on the employee‘s performance should be kept during
the entire evaluation period.
Evaluator should be trained to carry out the performance appraisal
process.
As for as possible, the performance appraisal should focus on employee
behaviour and results rather than on personal traits or characteristics.
11. CHARECTERISTICS
The philosophy, purpose, and objectives of the organisation are
clearly stated so that performance appraisal tools can be designed
to reflect these.
The purposes of performance appraisal are identified,
communicated, and understood.
Job descriptions are written in such a manner that standards of
job performance can be identified for each job.
The appraisal tool used is suited to the purposes for which it will
be utilised and is accompanied by clear instructions for its use.
12. Evaluators are trained in the use of the tool.
The
performance appraisal procedure is delineated,
communicated, and understood.
Plans for policing the appraisal procedure and evaluation
appraisal tools are developed and implemented.
Performance appraisal has the full support of top
management.
Performance appraisal is considered to be fair and productive
by all who participate in it.
13. PRINCIPLES OF PERFORMANCE
APPRAISAL
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.
A separate department may be created for effective performance
appraisal.
14. The rating is conveyed to the concerned employee. It helps in
several ways. The employee can understand the position where he
stands and where he should go.
The plus points of an employee should be recognised. At the same
time, the minus points should not be highlighted too much, but
they may be hinted to him.
The management should create confidence in the minds of
employees.
The standard for each job should be determined by the
management.
Separate printed forms should be used for performance appraisal
to each job according to the nature of the job.
16. 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.
Example: if there are ten workers in the working group, the
most efficient worker is ranked as number one and the least
efficient worker is ranked as number ten.
17. Paired Comparison Method
This method is a part of ranking method. Paired comparison
method has been 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.
18. Forced distribution method
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 organisations
Example: a group of workers doing the same job would fall
into the same group as superior, at and above average, below
average and poor. The rator rates 15% of the workers as
superior, 35% of the workers as at and above average, 35%
of workers as below average and 15% of workers as poor.
19. 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.
20. Checklist
The appraisal of the ability of an employee through getting
answers for a number of questions is called the method of
check list. There are two columns provided to each question
as yes or no.
A model check list is given below.
A. Is the employee satisfied with the job? Yes No
B. Does he finish the job accurately? Yes No
21. 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. Some of the events or incidents are given below.
a. Refused to co-operate with other employees
b. Unwilling to attend further training
c. Got angry over work or with subordinates
d. Suggested a change in the method of production
e. Suggested a procedure to improve the quality of goods
f. Suggestion of a method to avoid or minimize wastage, spoilage
and scrap.
g. Refused to obey orders
h. Refused to follow clear cut instructions
22. Field review method
An employee‘s performance is appraised through an
interview between the rator and the immediate superior or
superior of a concerned employee. The rator asks the
superiors questions about the performance of an employee,
the personnel department prepares a detail report on the
basis of this collected information. A copy of this report is
placed in the personnel file of the concerned employee after
getting approval from the superior. The success of this type
of appraisal method is based on the competence of the
interviewer.
23. 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.
24. 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.
1. They provide feedback to an employee which enables him to
improve his performance in future.
2. They help management to ascertain and assess the training needs of
individual employees.
3. They enable management to know the problems and difficulties
experienced by subordinates in discharging their responsibilities
and also their suggestions for removing these difficulties.
25. Types of appraisal interview
Tell and sell interview
Tell and listen interview
Problem solving interview
26. 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.
27. 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 week points of the employee‘s performance. The
second part is used to explore thoroughly the employee‘s
feelings about the evaluation.
28. 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 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. This he does by
skilful questions Example. Can you plan to deal with
emergencies?
29. LIMITATIONS OF PERFORMANCE
APPRAISAL
The following are the limitations of performance appraisal:
1. The performance appraisal methods are unreliable.
2. If an employee is well known to an employer, the performance
appraisal may not be correct.
3. The inability of supervision to appraise an employee does not
bring out the accurate performance appraisal.
4. Some qualities of an employee can not be easily appraised through
any performance appraisal method.
5. A supervisor may appraise an employee to be good to avoid
incurring his displeasure.
6. Uniform standards are not followed by the supervisors in the
performance appraisal.
