This document provides an overview of performance appraisals. It discusses the introduction and objective of performance appraisals, which is to evaluate an employee's job performance and worth to the organization. It then outlines the process for performance appraisals, which includes setting standards, communicating standards, measuring performance, and comparing results. Several methods for performance appraisals are described, including traditional and modern methods. The document also discusses limitations of performance appraisals, 360 degree feedback, performance appraisal interviews, and how appraisals can be used for career development purposes.

1. PERFORMANCE
APPRAISAL
SUBJECT NAME: HUMAN RESOURCE
MANAGEMENT.
Presented By:
GAURAV MITTAL,
SWATI SACHDEVA,
MUKUL KUMAR,
SAMRIDHI RASTOGI,
ANUSHKA SHARMA,
HIMANSHU MAHAJAN.

2. TABLE OF CONTENTS
• Introduction And Objective.
• Process For Performance Appraisal.
• Methods For Performane Appraisal.
• Limitations Of Performance Appraisal.
• 360 Degree Appraisal.
• Performance Appraisal Interview And
Feedback.
• Career Development.

3. INTRODUCTION
A performance appraisal is a method by which the job
performance of an employee is evaluated in terms
of quality, quantity, cost, and time, typically by the
corresponding manager or supervisor.
OBJECTIVE
It is to obtain, analyze, and record information about the
relative worth of an employee to the organization.
Performance appraisal is an analysis of an employee's recent
successes and failures, personal strengths and
weaknesses, and suitability for promotion or further training. It
is also the judgment of an employee's performance in a job
based on considerations other than productivity alone

4. PROCESS FOR PERFORMANCE
APPRAISAL
Setting
performance
Taking corrective standards Communicating
measures
standards
Discussing Measuring
results standards
Comparing
standards

5. METHODS FOR PERFORMANCE
APPRAISAL
TRADITIONAL METHOD:
Paired
Comp
arison
Graphi
Forced
c
Distrib
Rating
uition
Scale
Annual
Narrati
Confid
ve
ential
Forms
Repot
Critical
Incide
nt

6. METHODS FOR PERFORMANCE
APPRAISAL
MODERN METHOD:
Assesment
Centre
Human
BARS Asset
Accounting

7. LIMITATIONS OF
PERFORMANCE APPRAISAL.
If not done appropriately, can
be a negative experience.
Can be stressful for all
involved
If not done right can be a
complete waste of time.
Very time
consuming, especially for a
manager
Subject to rater errors &
biases.

8. 360 DEGREE ANAYSIS
Defination:
It is defined as the systematic collection and
feedback of performance data on an
individual or group, derived from a number of
stakeholders in their performance.
Stakeholders: Are the people who are
effected by the performance and those who
deal with employee very closely.

9. 360 DEGREE ANAYSIS
Team
Peers Boss
Members
Feedback From
Customers
Self Staff

10. 360 DEGREE ANAYSIS
Advantages:
• It is transparent and bias free.
• Employees get to know the perception about them from
others’ point of view.
• The system is more comprehensive.
• Quality of information is better.
Disadvantages:
• Some people may fear retaliation if they give negative
feedback.
• The system requires training to work effectively.
• There may be conflicting opinions, though they may all
be accurate from the respective standpoints.

11. Post Performance Appraisal
Interview And Feedback
The post appraisal interview is an essential
part of the performance appraisal system.
The employee gets useful feedback
information about how effectively and
efficiently he is able to discharge the
assigned duties. The post appraisal interview
helps both parties to review standards, set
new standards based on the experience
gained.

12. Post Performance Appraisal
Interview And Feedback
Few things to be kept in mind while
giving and receiving feedbacks:
• Adequate preparation
• Describe behavior
• Proper timings
• Help both parties

13. Post Performance Appraisal
Interview And Feedback
Objectives of performance appraisal
feedback:
• To let employees know where they stand;
• To help employees do a better job by clarifying what is
expected of them;
• To plan opportunities for development and growth;
• To strengthen the superior-subordinate working
relationship by developing a mutual agreement of goals;
• To provide an opportunity for employees to express
themselves on performance-related issues.

14. CAREER DEVELOPMENT
• The continuous process of making career
decision based on individual’s experiences
and interactions.

15. CAREER DEVELOPMENT
In organizational development, the study of
career development looks at:
• How individuals manage their careers
within and between organizations and,
• How organizations structure the career
progress of their members, it can also be
tied into succession planning within some
organizations.

16. CAREER DEVELOPMENT
Five Stages:
• Self-Assessment
• Research
• Decision-Making
• Networks and Contacts
• Work

17. THANK YOU
&
OPEN FOR QUESTIONS
PLEASE.