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REVIEW
The appraiser and appraisee
meet to review their appraisals.
They discuss the results that
were achieved and the performance
factors that contributed to their
accomplishment.
Their discussion includes :---
a) Results achieved (What was
done)
d) Development plan and progress
Performance management takes
stock of what the employee has
achieved to date, what has been done,
and also the weaknesses that need to
be addressed.
Performance management is very
much concerned with results, and
therefore the performance review
should confine itself to the key result
areas of the employee.
This kind of managerial activity
can be grouped under the heading of
performance reviews.
Improving the performance of
people in their existing jobs should
be the principal aim of any appraisal
scheme.
The main concern of the
performance review interview is the
quality of the relationship between
the manager and the employee
If the relation is good, managers
will not have a great deal of
difficulty in communicating with
and improving the performance of
their employees.
The place of the performance
review interview and the skill of
the manager are also important.
PREPARING FOR
PERFORMANCE REVIEW
When a review is approaching, the
individual must be prepared for the same.
The work done in advance will
enormously influence the success of the
performance appraisal meeting.
The individual should be honest about
his deficiencies and equally straight
forward about his successes.
He can also review his own
performance in terms of goals set and
Organizations that are
committed to using a
comprehensive performance
management process effectively,
appraisees are trained on their
responsibilities just as appraisers
are.
OBJECTIVES OF P.R.
CHARACTERISTICS
1) It must measure multiple factors
(qualities or Competencies).
2) It must use multiple techniques.
3) It must have multiple observers
or assessors.
The output of the
assessment centre is an
estimation of the competency or
potential of the employees who
have been put through the system
and the value of the technique
rests on the accuracy of the data
obtained. However, the true value
of this method is the use to which
the data is put and this could be
any of the following:--
1)Selection of employees
2)Placement
3)Potential appraisal
4)Promotion
5)Career and succession planning
6)Development of employees
7)Estimation of training needs of
the organisation.
TYPES OF EXERCISES
1) Interactive Exercises
2) Written Exercises
3) Activity Exercises
4) Psychometric Tests
5) Interviews
• In-basket Interview
• Biographical Interview
• Feedback Interview
ASSESSORS’ SKILLS
Assessors need to have some
knowledge of the job in terms of its
context or content. They must be
skilled in:----
1) Observing behaviour
2) Recording accurately
3) Reporting clearly
4) Suspending judgement
5) Giving constructive feedback
USE OF ASSESSMENT
CENTRE