monitoring and managing performance 2

7/25/2019 Monitoring and Managing Performance 2

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Monitoring and Managing PerformanceCourse Tutor :

Md.Rifat Amin [email protected].

For general query:

[email protected]

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2.4 Sources of performancefeedback

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Organisations have begun to recognise that theemployee's immediate boss is not the only (or

necessarily the best) person to assess his or herperformance.


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Other options include:(a) The employee him or herself (self appraisal)(b) Peers and co-worers (peer appraisal)(c) !ubordinates (upwards appraisal)(d) " combination of sources (#$% degree feedbac).


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!elf-appraisal:a) &t saves the managers timeb) &t oers increased responsibility to the individual which

may improve motivation.c) &t helps to integrate the goals of the individual with those

of the organisation.


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Problems of !elf-appraisal:People may deliberately over- (or under-) estimatetheir performance in order to gain approval or reward* or to conform to group norms say.


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+pward appraisalThis is a notable modern trend adopted in the +, bycompanies such as P and ritish "irways whereby

the subordinatesteam appraise their managerleader.


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The advantages of +pward "ppraisal

(a)!ubordinates tend to now their superior

(b)/ultiple ratings from a group of subordinates thana single view.

(c) +pward appraisal encourages subordinates to givefeedbac and raise problems


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0ustomer appraisal

(a) !howing a commitment to respond meaningfully tocustomer feedbac(c) 1ocusing areas of an employee's performance(d) 2ncouraging the 'internal customer' concept withinthe organisation as an aid to co-ordination.


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"dvantages of #$% degree feedbac(a) &t oers the opportunity to build up a rounded picture(b) /ultiple appraisal may reduce or at least balance the elementof sub3ectivity(c) #$% degree feedbac increases performance-related

communication in the organisation.


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4isadvantages of #$% degree feedbac(a) There are still di5culties in gathering feedbac from peers

(fear of being 'disloyal' and subordinates (fear of reprisals).(b) 6ot easy to de7ne performance criteria that will be

meaningful and measurable

(c) 28tra organisation paperwor and evaluation to be done


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2.5 The appraisal interview

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Three (#) ways of approaching appraisal interviews(a) The tell and sell method.(b) The tell and listen method.

(c) The problem-solving approach.


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2.6 Follow-up

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This may tae the following forms.(a) &nforming appraisees of the results of the appraisal(b) 0arrying out agreed actions on reward trainingproblem-solving and so on


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2.6 Follow-up

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(c) /onitoring the appraisee's progress and checingthat (s)he has carried out agreed actions orimprovements(d) Taing necessary steps to help the appraisee to

attain improvement ob3ectives


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2.7 Skills in ivin feedback

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Two types of feedbac:(a) /otivational feedbacis used to reward and reinforce

positive behaviours(b) 4evelopmental feedbacis given when a particular area

of performance needs to be changed.


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!ills in giving feedbac

(a) e intentional. feedbac is best given calmly.(b) !tart with positives. People will more readily accept thatcriticism is is balanced with praise.(c) 1ocus on the behaviour. (Tough on the problem soft onthe person is a good rule)


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!ills in giving feedbac

(d) e precise. 1eedbac needs to be speci7c avoidingvague and global statements.(e) 9ain co-operation. Try asing people 7rst how theythink they acted or handled a particular situation


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!ills in giving feedbac(f) 4on't tacle everything at once 9ive the personone or two priority areas to deal with at a time.(g) 0lose with encouragement. alance negativefeedbac with positive encouragement

! " # bl i h i l


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!." #roblems with appraisalschemes in practice

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;ocett () tells why appraisal may be ineective inpractice

"ppraisal as confrontation? There is little collaboration in problem-solving.? The feedbac is sub3ective (often hostile).? The feedbac is badly delivered.? "ppraisals are 'based on yesterday's performance.

? There is lac of attention to positive developmentpotential.

! " # bl ith i l


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"ppraisal as 3udgementThe appraisal 'is seen as a one-sided process in which

the manager acts as 3udge 3ury and counsel for theprosecution@"ppraisal as chat

The appraisal is conducted as if it were a friendly chat

'without A purpose or outcome A

! " # bl ith i l


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"ppraisal as bureaucracy"ppraisal is a form-7lling e8ercise to satisfy the personnel

department."ppraisal as un7nished business"ppraisal should be part of a continuing future-focusedprocess of performance management not a way of'wrapping up' the past year's performance issues


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!.2 $valuatin appraisal

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The appraisal scheme should itself be assessed (and regularly re-assessed) according to the following general criteria.(a) Belevance

() 4oes the system have a useful purpose relevant to the needsof the organisation and the individualC

() &s the purpose clearly e8pressed and widely understood by allconcerned both appraisers and appraiseesC

() "re the appraisal criteria relevant to the purposes of the

systemC


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b) 1airness

&s there reasonable standardisation of criteria andob3ectivity throughout the organisationC Das attention been given to the potential for direct or

indirect discrimination in the criteria and methods ofappraisalC


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c) !erious intent "re managers committed to the systemC Eho does the interviewing and are they properly trained in

interviewing and assessment techniFuesC &s reasonable time and attention given to the interviewsC &s there a genuine demonstrable lin between performance and

reward or opportunity for developmentC


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(d) 0o-operation &s the appraisal a participative problem-solving activity * or a

tool of management controlC &s the appraisee given time and encouragement to prepare for

the appraisal so that he can mae a constructive contributionC 4oes a 3ointly-agreed concrete conclusion emerge from the

processC


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(e) 25ciency&s all the above achieved with a 3usti7able investmentof time and costC

monitoring and managing performance 2

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