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Performance

PerformanceCompetenciesshouldbe:·objectively·definedassimplyas·capableoflinkingtogethertocoverthewholerangeofskillsand·businessPerformanceanagreedframeworkofgoals,standardsandcompetencerequirements.PerformanceAppraisalispartofthesystemofperformancemanagement,includinggoalsetting,performancemonitoring,feedbackandimprovementnning.Assessmentappraisalsareused·assesspast·helpimprovecurrent·setperformance·assesstraininganddevelopment·aid aldevelopmentofthe·assesssalary·assessfuture·assistincareernning;·provideaforumfortheairingofgrievances,work-relatedor alproblems.·Buildsarelationshipandimproves·Obtainsstandardinformationandestablishesa·Allowsthemanagertoobjectivelyreview·Identifyingandcorrecting·Provides·Helpcanbeofferedtothe·Checksontheeffectivenessofrecruitmentand·Focusesontheneedsofthe·Ensurestheorganisation’sgoalsareEffectiveAppraisalFeaturesRegularandappropriatefortheemployee'sjob.Improvementcanonlystartwhenfailureisrecognised.Uniformappraisalsindifferentareasofthe .Nobiasfromsingleappraiser.FormsofAppraisalOpenAssessment（BlankSheetApproach）開放式評價Managerwritesa-formreportabouttheemployee.GuidedAssessmentManagerisrequiredtoaddressspecificheadingsinthereport.RatingScales（Grading）等級評估法Competenciesidentifiedforajobaregivenaratingbasedontheemployee'sperformance.CriticalRating重要法employeebehaviour.PeerComparisonAllemployeesintheassessmentgroup（e.g.allassistantmanagers）arecomparedwitheachPeerRankingThesameapproachasforpeercomparison,exceptthatallmembersofagrouparerankedbyperformance.ManagementbyObjectives（MBO）ResultsOrientedPerformanceisreviewedagainstdefinedandagreedtasksandstandards.TypesofAssessmentThetraditionalapproach,managertosubordinates.Bottom-Up（UpwardAppraisal）Subordinatesappraisetheirmanagers.SidewaysAppraisalGivenbythecustomersoftheemployee.360-DegreeAppraisalCombinesdown,upandsidewaysappraisals.Aself-evaluationofownstrengthsandAppraisalManagementSkillsRequired alskills·Listening,questioning,non-·Counselling,coaching,goal·Persuasion,assertivenessbinationsofskills·"landsell"（more·"landlisten"（semi-·MBOapproach（canberelaxedandinformal）·IdentifytheObjectiveofthe·Arrange·Pre-interview·Interview·LocationofInterviewConductingtheInterview etheemployee,relaxandestablish·Ensurethattheemployeefullyunderstandsthe·Leadintothemainaspectsofthereviewasquicklyas·Progressthroughtheinterviewn,applying al·Encouragetheemployeetoself-·Ensurethattheemployee'saspirationsandambitionsarerealisticallyachievable.ClosingProceduresSummarisewhattheappraisalhascovered.Themanagershouldwriteaformalreportontheappraisalifitisnotdoneduringthereview.·Feedbackrequirescomparingasystem'soutputwithabenarkorstandardandadjustingtheinputortheprocessasnecessarytoensurethattheoutputmeetsthestandard.·Managersrequirefeedbackabouthowtheirsubordinatesare·Employeesalsoneedconstructivefeedback.BarrierstoEffectiveAppraisal·:usedforashowdown,no·Judgement:bias,defen

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