The Appraisal System Concepts of Appraisal Appraisal Methods

The Appraisal System. Concepts of Appraisal & Appraisal Methods M 21 : Assessment in the Workplace

Performance Appraisal • • • Aims of Appraisal Content of Appraisal Implementation Maintenance and Evaluation of Appraisal and Performance Management (PRP)

Perspectives on Appraisal : The Organisation ‘to enable some kind of assessment to be made on an employee - either against pre-set objectives or job competencies… as a basis for…’ • making equitable reward decisions • improving performance • motivating employees • succession planning and identifying potential • promoting manager-subordinate dialogue • formal assessment of unsatisfactory performance

Perspectives on Appraisal : The Appraisee (Employee) – Want fair distribution of reward – Want performance feedback – Want constructive dialogue with ‘the organisation’ BUT, conditional on the extent to which – the appraisal is perceived as fair – has a good working (social? ) relationship with the appraiser – impact of the assessment on their rewards and wellbeing

Perspectives on Appraisal : The Appraiser (Immediate Superior) Napier & Latham (1986) ‘Reluctance’ why… – lack of agreement with target (appraisee) – lack of confidence in own ability to appraise – very high administrative workload – office politics all leads to. . . bias in appraisal ratings

Common Practice : Aims of the Appraisal – Performance appraisal generally thought up by Personnel and/or senior management – NB 1. Importance of setting realistic aims conflicting perspectives on aims of appraisal (assessment vs motivation & development) – NB 2. The aims of the appraisal will affect the nature and content of the scheme • assessment : common dimensions • motivate & develop : emphasis on the individual

Content of Appraisal (for Assessment & Comparison) DESIGNING THE QUESTIONNAIRE ‘Identify abilities that are central to good performance AND can discriminate between staff with varying levels of performance’. How can we identify these job-related activities ?

Identification of Job-Related Abilities (Assessment & Comparison) Techniques (I) 1. Committee Method Personnel and Snr Mgr/Exec. determine by discussion of ‘key’ abilities. 2. Diary Method Job-holder keeps an hour-by-hour record 3. Direct Observation HR and/or Occupational Psychologist observes job holder at work

Identification of Job-Related Abilities (Assessment & Comparison) Techniques (II) 4. Questionnaire Methods (e. g. Position Analysis Questionnaire) : 187 items, 6 dimensions • Information Input • Mental Processes • Work Output • Relationships with Others • Job Context • Other Characteristics 5. Interviews with job holders & stakeholders (e. g. Critical Incident Technique) : Incidents of ‘very effective’ and ‘very ineffective’ performance.

Rating Scale Format (Assessment and Comparison) 4 common formats for ratings scales : 1. Scales with verbally described intervals 2. Numerical/Alphabetical, with ‘low’-’high’ (intervals specified, but not described) 3. Graphic rating scales : extremes and mid-point specified, with detailed description of dimension of behaviour 4. Comparative scales : behaviour described relative to others.

Why Use Rating Scales ? Advantages – easily understood – encourage an analytic view of behaviour – provide quantitative data, so facilitates comparison Disadvantages – idiosyncratic rating errors (halo, restriction of range, leniency, central tendency, acquiesence)

How to reduce idiosyncratic rating errors • • Train appraisers Use forced distributions Increase the number of raters Use behaviourally based rating scales (e. g. BOS and BARS)

Content of Appraisal (to Motivate & Develop : Management By Objectives, ‘MBO’) DESIGNING THE QUESTIONNAIRE 6 - 12 months, detailing : • key objectives • priority ranking • action needed (who and when) • extent to which objectives achieved NB. • Very difficult to make any comparisons between people • not all jobs can be framed in terms of individual objectives • doesn’t help identify development needs

Content of Appraisal (Motivate & Develop : Competency Based) DESIGNING THE QUESTIONNAIRE ‘an underlying characteristic of a person which could be a motive, trait, skills, aspect of one’s self-image or social role or a body of knowledge which he/she uses. ’ Boyatzis, 1982. How to identify competencies : (i) Traditional job analysis techniques, (ii) Rep Grid (iii) Questionnaire methods (e. g. Generic Competency Questionnaire) NB. Fletcher (1997). ‘competencies should not be equated with ratings of single job-related abilities - they are much more broader and complex. They should allow for progression and development’

Training and the Implementation of Appraisal • Fletcher & Williams (1982) : the effectiveness of performance appraisal is related to the training effort put into it • Traditionally, introduced ‘top-down’ • Background briefing - history of appraisal in the org. , ‘selling’ the system, familiarise with the process • Train the Appraisers - train on Assessment Skills, Appraisal Interview Skills, offer an appraisal clinic. N. B. train for appraisal of diverse workforce • Train the Appraisees - e. g. aims of scheme, how to prepare, reassure, how to respond.

Monitoring and Maintenance of Appraisals Short-Term Criteria • completion rate • action generated • quality of appraisal reports • attitudes and perceived value of the appraisal • equity Long-Term Criteria • organisational performance • quality of staff • retention of staff • levels of employee commitment

Appraisal and Performance Management ‘a shared vision of the direction of the organisation, in which each individual employee recognises and accepts their contribution’ The Process of PM • develop org. mission statement and objectives • develop a business plan • enhance communication within the organisation • clarify individuals’ responsibilities • define and measure individual performance • implement appropriate reward strategies • develop staff to improve performance further

How does Appraisal fit in to PM ? Appraisal is the vehicle by which : • org. goals and objectives are translated to individuals • individual needs are identified, and objectives agreed NB • Individual vs team achievement • line driven appraisal • appraisal as part of a feedback loop • excessive bottom-line emphasis

Appraisal & Pay Merit Pay (PRP) : 3% -10% of salary (+ cost of living rises) Issues • Meyer (1980 : on average, employees felt they performed better than 75% of their peers. • High performing individual, poor org. performance • Bevan & Thompson (1991) : PRP is not related to higher levels of org. performance. • Implications for appraisers (leniency in ratings)

Appraisal and Pay Alternatives • Direct and indirect links with merit pay • Wider (financial and non-financial) reward policies e. g. promotions, office décor, more holidays/flexible working practices, technology, ‘better’ work, conferences and training