1. CONCEPTUALIZING PERFORMANCE:
WRAPPING UP
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2. 2

3. PERFORMANCE
MANAGEMENT
VS
PERFORMANCE
APPRAISAL
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4. PERFORMANCE MANAGEMENT
(Bohlander & Snell, 2007)
The process of creating a work environment in
which people can perform to the best of their
abilities.
(Noe, et al, 2008)
The process through which managers ensure
that employees’ activities and outputs are
congruent with the organization's goals.
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5. PERFORMANCE MANAGEMENT
(Ivancevich, 2007)
The process by which executives, managers,
and supervisors work to align employee
performance with the firm’s goals .
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6. Performance management arose out of the
need to link the requirements of business
strategy to all employees.
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7. An Organizational Model of Performance
Management
Organizational
Strategy
Long and short
term goals
and values
Individual
Attributes Individual Objective
(skills, abilities) Behaviors Results
Situational
Constraints
Culture and
economic
conditions
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8. PERORMANCE APPRAISAL
(Bohlander & Snell, 2007)
A process, typically performed annually by a
supervisor for a subordinate, designed to help
employees understand their roles, objectives,
expectations, and performance success.
(Noe, et al, 2008)
the process through which an organization gets
information on how well an employee is doing
his or her job.
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9. PERORMANCE APPRAISAL
(Ivancevich, 2007)
Activity used to determine the extent to which
an employee performs work effectively.
Also known as performance evaluation,
personnel rating, merit rating, employee
appraisal etc.
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10. PERFORMANCE APPRAISAL
 Appraisal is a process that provides an analysis
of a person’s overall capabilities and potential,
allowing informed decisions to be made for
particular purposes.
 An important part of the process is
assessment, whereby data on an individual’s past
and current work behaviour and performance are
collected and reviewed.
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11. 11

12. APPRAISAL & PERFORMANCE
MANAGEMENT
Motivation
Development
Planning
Legal Compliance
Communication
HRM Research
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13. Appraisal & Performance Management
Rationalization and justification for appraisal
Improving motivation and morale
Clarifying expectations and reducing ambiguity about performance
Determining rewards
Identifying training and development opportunities
Improving communication
Selecting people for promotion
Managing careers
Counseling
Discipline
Planning remedial actions
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14. APPRAISAL & PERFORMANCE
MANAGEMENT
Strategic
Administrative Developmental
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15. CONCLUSION???
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16. PM AND PA: Conclusion
PM is a goal-oriented process directed towards
ensuring that organizational processes are in place
to maximize productivity of employees, team and
ultimately the organization.
PM is a dynamic, ongoing and continuous process.
All parts of the organization should be integrated
and synchronized to achieve organizational
effectiveness.
Every HR functions contributes PM particularly
PA and training.
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17. PM AND PA: Conclusion
PA is a formal system of review and
evaluation of individual or team task
performance.
PA is critical to the success of PM.
Effective PA system evaluates
accomplishments and initiates plan for
development, goals and objectives.
PA is not an end in itself , but rather the
means to impact performance.
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