Managerial Performance

Appraising
& Developing
Managerial
Performance
CREATE BRAND MARKET
www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal
Concepts , Methodology,
Communication

Appraisal system can be used as instruments of change towards a desired goal. It
is a sub system of an HRD System.
Required Capabilities :
1. Technical Capability including methods, processes, procedures, and
techniques.
2. Managerial capabilities including Planning, Organizing, Coordinating,
monitoring , controlling , supervising etc
3. Human capabilities to deal with other people.
4. Conceptual Capabilities including Vision and directing
Key components for change in appraisal system are Performance Areas, Self
Appraisal, Performance Analysis, Performance Rating and Counseling
Concepts of Performance Appraisal for Development
Performance Appraisal for Development Concepts

A systemic outlining of the activities the manager is expected to undertake during a
specified period.
Planning Individual Performance :
Task analysis and / Activity analysis,
Key Performance Areas,
Key Result Areas,
Task and target identification,
Activity Plans / Action Plans,
Goal setting exercises
Key Performance Areas : are important or critical categories of functions to be
performed by any role incumbent, over a period of time. It may be used for
assessment of performance of any employee.
Performance Targets : for each KPA may be identified, which may be quantitative or
qualitative
Performance Planning
www.creatingdemand.org
Performance Planning Systemic outlining
Copyright 2013-2014 Presentation by: Sachin Bansal

Performance appraisal’s are function of
1. Rater’s motivation to appraise accurately
2. Job relevance of the rating standard s used by the rater
3. Rater’s ability to evaluate ratee job behavior.
Behaviorally Anchored Rating Scales (BARS) : Raters are given a set of vertical
graphic scales and instructed to record the behavior in the Format sequence
Observation-inference-scaling-recording and summary rating
To reduce rater’s biases : Arrange Rater Training , Rater’s Participation in scale
construction , Statistical control of rating Errors.
Feldman (1981) describes cognitive processes that influence Appraisal including
cognitive complexity
Performance Ratings
Performance Ratings Appraise accurately

 Methodology for Performance Analysis :
1.The appraisee to periodically reflect how well he is progressing in his work in
relation to KPA’s and other dimensions
2. Employee may note success and failure experiences ,with factors that are
helping him do well and the factors that are causing failures
3. The appraisee may rate himself on a rating scale, keeping in view his efforts
4. To list details of all factors that helped and that have prevented better
performance
5. To classify Facilitating and hindering factors and pass performance analysis.
to his reporting officer for his comments ,review
6.To use PA for counselling and identification of development needs
 Facilitating Factors :Core Competencies of the Individual, Reporting Officer,
Organization & it’s system, subordinates, and Environmental factors, facilitating or
inhibiting.
Performance Analysis
Performance Analysis Methodology

Counseling is given by one who is senior to the other person- in competence , or in
knowledge, or in psychological expertise or in the hierarchical position in the
organization .Three main processes are
Communication: It includes Listening,, Asking Questions and responding, Feedback
Influencing : involves Increasing Autonomy of the person ,Positive Reinforcement,
Identification of the employee with his manager
Helping : It involves manager’s concern and empathy, mutuality of relationship
based on trust ,Identifying development needs of the employee
Sequential Process of Performance Counseling :
Three phases are
Rapport building : Attending counselee, Listening to feelings concerns
Exploration of employees weaknesses and to identify his problems
Action Planning to guide their employee and contribute to their
development. It's phases are Searching, Decision making, Supporting
Performance Counselling
Performance Counselling Communication

Reward Mechanism :Salary increase, Annual performance awards, promotion to
higher positions, change of jobs involving higher responsibilities and status,
sponsorship to conferences and tours to foreign countries, appreciation letters and
certificates, transfers, advanced training and development opportunities,
announcements in news letters ,Journals
Performance Rewards :for healthy competition , desirable behavior
common problems encountered in reward management :
Quantification of performance,comparison of performance with different type
of jobs,
Differentiating between the contributions of abilities and high performance,
and giving weightages to them.
Demoralization among employees who are not rewarded but consider
themselves worthy,Isolating individual’s contribution from team, subjectivity
in performance assessment
Use of Performance Appraisal Data
Use of Performance Appraisal Data Reward Mechanism

Prepare employees for new system.Establish emotional and motivational Readiness.
Strategic Considerations in Introducing New Appraisal System :
1. 1.Introduce change in the system step by step all through the Organization
2. 2. Introduce change level by level in managerial hierarchy
3. 3.Introduce change department by department or area by Area
4. 4. Combination of the above
Union Responses to Performance Appraisals :Officer’s Association can pressurise the top management to
have a HRD outlook and change the appraisal system to encourage employee development.
Personnel / HRD Department’s response to new system:
1. conceptual clarity and commitment.
2. anticipate employee resistance and be prepared to break this resistance through persistent efforts
3. help line managers in effective implementation
4. bear criticism during transition time
5. be open to suggestions and changes when needed
Implementing P.A. system
Implementing P.A. system Strategic Considerations

Managerial and Behavioral dimensions being used for PA:
1. Planning ability,
2. Organizing ability,
3. Supervision,
4. Leadership and dynamism,
5. Initiative,Resourcefulness,
6. Creativity and imaginativeness,
7. Development of subordinates,
8. Analytical abilities,
9. Public relations, ,
10. Self confidence ,
11. Decision making,
12. Coopration,
13. Flexibility,
14. Problem solving,
15. Risk taking,
16. Conflict Management,
17. Integrity,
18. Communication skills,
19. Empathy etc.
Appraisal Practices
Appraisal Practices Managerial and Behavioral

Few negative stances and replies are
1. 1. “OC should change first and we are not ready for open system” The new system
should be taken as an opportunity to initiate new culture and strengthen existing culture
rather than to wait.
2. 2. “There should be more commitment from Top Management ”Managers should ask
question that how can I use this system for my own learning and growth
3. 3. Where new PA system are introduced as apart of integrated HRD plan ,Promotion
decisions are taken on the basis of potential appraisal and rewards are de linked.
4. 4.”KPA’s in new PA System is another way of making us work hard”- The purpose of
KPA’s is to bring more role clarity and understanding .Performance improves after the
individual acquires more capability. KPA’s are flexible and if some urgent and
unplanned tasks come up the appraisee can change KPA’s.
5. “No body admits his weaknesses, hence open system may fail”-Managers should
encourage their subordinates to speak of their strengths and slowly once climate of
trust and emotional acceptance is built up , the appraisee are likely to come to the point
of talking of their weaknesses.
Implementing P.A. system, Managerial Response
Implementing P.A. system Managerial Response

Reputation to overall gains
Strategically connected with clients, engaging and
involving them:
•How to get closer to customers?
•To build brand awareness and enhance loyalty?
•To position new products and services for the effective
market penetration?
•To fulfill what customers really desire?
Specialties
Brand Strategy, business entry & planning, product
development, internet marketing, trade distribution,
public private partnerships, sustainable tourism
management and investment promotion.
Crafting, Operationalizing and
Implementing Growth
Strategies to maximize
opportunities in emerging
geographies;
experience as my strong
resource and capability
Sachin Bansal
Enhancing business profitability

SACHIN BANSAL- Chief Explorer
INDIA : +91 97111 90192
sb@creatingdemand.org
facebook.com/creatingdemand
DELHI LONDON MELBOURNE NEW
YORK ITALY
Enhancing business profitability….

Managerial Performance

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