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Management
and Appraisal
Topic 7
7-1
Basic Concepts in Performance
Management
• Performance appraisal means evaluating an
employee’s current and/or past performance
relative to performance standards. The company can
set the performance standards – evaluation scores,
no of subjects taken etc,
• Performance Management is the entire, integrated
process of continuously identifying, measuring and
developing performance and aligning performance
with strategic goals
7-2
Performance Appraisal
7-4
Pilot’s Performance Appraisals
• Airline captains undergo simulator check rides (proficiency checks: engine failures ,
emergencies at the most operationally challenging airports very mountainous airports,
airports with difficult security or noise , take off, landing, ) every 6 months. They occur every
12 months for first officers – universal procedure . A few airlines give both captains and FO's
recurrent proficiency checks every 9 months. A failure goes on your permanent record, but
you get several attempts to pass before you are placed on probationary leave or fired. or
instance, we practice and abatement procedures, etc). “ to keep an eye on you…
• In addition, pilots get "checked" on an actual flight once a year where a company instructor
observes their flight or acting as a crewmember. This is called a "line check". The FAA can
check you anytime they please by observing your flight from the jump seat.
• A first officer who unsuccessfully attempts to upgrade to captain 2 or 3 times is usually forced
to resign. Before the upgrade process is complete, the pilot must complete a flight under the
observation of an FAA designee. This is known as the "fed ride". and is usually the final
obstacle that most be overcome to earn a captain position.
AIRLINES PERFORMANCE MANAGEMENT
• Immediate supervisors
• Peers
• Rating committees
• Self-ratings
• Appraisal by subordinates
• 360-degree feedback
7-7
Figure : Stages of the Performance
Management Process
APPRAISAL PROCESS
• The Performance Appraisal process involves the following
steps :
• (1) Establish the Standards of Performance.
• (2) Communicate these standards to employees.
• (3) Measure the actual performance .
• (4) Compare actual performance with the standards
established.
• (5) In case of variation, initiate corrective action.
• (6) Communicate the rating to the employee.
• (7) Discuss the feedback with the employee.
• (8) Conduct post-appraisal Interview.
• (9) Initiate corrective action if required. 9
Purposes of Performance Management
13
• (4) Self-Development : Performance Appraisal is very much a
positive activity which enables an employee to know his own
weaknesses and also enables him to remove their weaknesses and
lead to self-development.
• (5) Effective Training Programme : Training programmes can be
drawn out on the basis of the needs of employees to remove their
weaknesses.
• (6) Higher Employee Productivity : Employer morale will be high
because there can be a system of rewards for employees with
higher performance. This will improve organization productivity.
• (7) Performance Appraisal will help in potential human resource
planning
14
Performance Management
7-15
Total Quality
7-16
Appraisal Issues
7-17
Strategic Planning
7-18
• Performance management avoids issues with
strategic planning by encouraging employees
to set goals that make sense and are provided
with continuous feedback with corrective
action taken as needed
Limitations of Performance Appraisal :
• (1) Personal Bias : The biggest limitation of performance
Appraisal is subjectivity. Due to human element in
Appraisal, there is always a fear of one's own opinion
coming in the way of Appraisal.
• (2) Halo Effect : The tendency of an individual to rate
an employee consistently high due to some earlier good
performance rather than his existing performance is
called as carrying a halo around oneself.
• (3) Horn Effect : The tendency of a superior to rate a
subordinate lower than his performance justifies due to
some recent/earlier failures.
20
The Employee’s Role in Career Planning
7-21
The Employer’s Impact on Career
Management
7-22
Managing Promotions and Transfers
7-23
Retirement Counseling
7-24
Retirement Counseling, cont.
7-25