TRAINING
PERFORMANCE APPRAISAL
PRESENTED BY: ENGR. DIANA T. DABU
Introduction
An employee’s educational background is not a sufficient index of his skill and
efficiency in performing a particular job.
While the school system takes charge of the general preparation of the youth for
an occupation or profession, the development of specific skills among those
already in the labor force must be undertaken by the employers and workers
themselves.
Thus, training in one form or another is a must in any firm
Though intangible, the benefits of training can be measured in terms of skills,
efficiency and productivity of the employees.
It is one of the most efficient tools in business and industry to bring out the best
from the resources available – people, machines, materials, money, space and
time.
WHAT IS TRAINING?
Training of employees in business and industry may be defined as carefully planned
and handled effort of management through competent instructors, to impart “know-
how” and to develop or improve certain phases of an individual’s skills, attitudes,
discipline, behavior or knowledge, to make him either more effective on his present
job or better qualified for another job.
Training for specific skills and for building a stable working force is a program
designed by management to achieve the following objectives:
1. Productivity – to make the employee do his job more efficiently.
2. Effectiveness on the present job – to make the employee improve or
increase his skills or knowledge in areas that the training endeavors to develop
3. Qualification for a better job – to prepare him for another job that is either
more difficult or higher in category so that he can overcome obsolescence
4. Morale Booster – to improve the employee’s attitude toward his job, his
fellow workers, his supervisor, and the firm as a whole
Training is designed to help get employees adjusted to the work situation,
develop his pride in and enthusiasm for the job, maintain high standards of
service, and help prepare him for advancement.
Training, or career development, does not to be complex or expensive. The
first step is to evaluate the needs of the employee in terms of meeting their
personal and professional needs as well as helping to meet the mission and
goals of the organizations.
Training, as well-structured pay plan and incentive and recognition plans
can provide employee motivation. Whatever the method, motivation is
usually considered a key issue in effective personnel management.
Basic Requirements in Training
In planning and carrying out an effective training program, several factors must be borne in
mind:
It must be recognized that training is the company’s concern
The company must recognize that training is not a matter of employee’s choice.
The firm must recognize training as a line responsibility
The company must recognize that training must be geared to the needs of the
individual as measured by the requirements of his present and probable future job.
TYPES OF TRAINING:
Employee training and development may be given while the employee is on the job or away from the job,
and may include training in skilled, semi-skilled, technical, clerical and supervisory work. It may be in
any of the following forms:
1. Orientation or Induction of new employees – refresher training for the
introduction of new methods and techniques
2. On-the-job-training (OJT) – learning while actually working on the job makes the
worker acquire skills and learn new techniques by doing the job himself under the direction and
instruction of a training instructor or supervisor.
3. Employee training in technical or non technical areas in company seminars and
workshops.
4. Job rotation
5. Apprenticeship training
6. Dual-tech training
7. Understudy and special projects or assignments
8. Guidance and Counseling
9. Supervisory training, to equip a supervisor and foreman with the needed skills to better perform
his duties and to help improve the performance of his workers.
10. Travel or observation tours sponsored by the company or through the employee’s own
initiative
11. Conferences, lectures, special seminars, or workshops in different subject areas, either within
or outside the company.
12. Management or leadership development for potential managers
13. Study grants sponsored by either the company or some other organization
14. Study abroad on the employee’s own initiative
15. Training within the industry
16. Vestibule training. It is training given in a classroom simulating a real plant of
office.
17. Learners in industry. These are usually graduating students in college who are
required to gain experience as a requirement for graduation
18. Training through correspondence
19. Internet/intranet training (distance learning)
Orientation or Induction of new Employees
• It is the first part of the overall training program of new
employees in the organization.
• It is also the first step in boosting the morale and motivation
of the new employee.
Orientation
Is the planned and guided program of adjustment of a new
employee to his company, his job and his associates in the job.
It is a joint responsibility of the personnel department and the
supervisor of the new employee.
Orientation includes:
1. Introduction of the new employees to the job, also called
induction
2. The refresher training of workers already on the rolls for their
training to changes in methods, procedures and working
conditions.
Objectives of Orientation or Induction Program
• Create in the new employee a favorable attitude and to adjust him to his new environment.
The methods used for this purposes are:
1. Welcoming the new employees and introducing him to the employees with whom
he will work.
2. Informing him about the people he is responsible to, and to whom he can go
whatever information or help he may need.
3. Helping him find his way around by conducting a tour of the plant or office, to
make him familiar with the organizational setup and working environment
• Provide the new employee with basic information relative to the requirement of his job.
• Acquaint him with company policies, procedures, and regulations pertaining to discipline,
safety, hours of work, incentives, promotions, transfers and the like.
• Arouse the employee’s interest in the importance of business and the products of the
company
• Follow-up on his performance
Analyzing Training Needs
The need for training is usually indicated in the
following instances:
When a required skill is not possessed by anyone in the
workforce
When an employee’s performance is below standard, but he has
the potential to improve his productivity
When morale or production is low
When there is a fast turnover or personnel
When the rate of absenteeism or accident is high
When restiveness or dissatisfaction mounts
When Supervision is lax
When new technology is introduced
Other Training Needs assessment methods:
The interview method appears to be the most popular means of eliciting information on the
organization’s training needs. Some other techniques are presented below:
Work samples
Observation
Key Consultation
Group Discussion
Tests
Reports
Critical incident method
Personnel inventories
Learning Agenda
Methods of evaluating Training
There are four evaluation designs, which the personnel
manager can use to evaluate training programs:
Case Study
Pre-test/post-test Comparisons
Pre-test/Post-test Control group designs
Solomons Four group Design
JOB ROTATION
Jobrotation is a method used in business and
industry to enable employees to become familiar
with the variety of operations in the company.
Under this program, the employee is assigned to
work in different jobs, one after the other
Job
rotation is also used for understudies and
employees slated for promotion to supervisory or
managerial positions.
Introduction
Performance appraisal not only assist in
determining compensation and benefits, but
they are also instrumental in identifying
ways to help individuals improve their
current positions and prepare for future
opportunities
Evaluation of employees is also important: employees and supervisors alike need to know what is
expected of them and how they are meeting those expectations. Some progressive organizations
have programs in place whereby employees evaluate their supervisors, giving the supervisors
valuable feedback on their performance.
A probationary period for new employees is only a small part of a performance evaluation system.
Regular evaluations should be performed in order to determine how effectively the employee’s
performing his/her assigned duties. Most employees want to know how their performance is
perceived and how they can improve it.
Performance appraisal is the method of evaluating and providing feedback on where and how the
employee meets work expectations over a given period of time. This evaluation is arrived at through
observation of work methods and/ or work results based on predetermined standards or established
goals.
Appraisal period is an ideal time to focus on individual rather than unit objectives.
Performance appraisal is a universal management practice and a sound employee relations practice.
Performance appraisal benefits the employee, the supervisor, and the
organization as seen through its various objectives:
1. Provide performance feedback and guide in employee
coaching
2. Create a basis for personnel actions of salary increase,
transfer, demotion, layoff and discharge, and promotion.
3. Serve as basis for the development of employees and
supervisors
4. Provide job and organizational diagnosis and the basis for
change
METHODS OF PERFORMANCE APPRAISAL
• Trait or Graphic Rating scale
• Behaviorally Anchored Rating Scale (BARS)
• Management by Objectives (MOB)
Traits are considered important in the successful performance of a job or group
of jobs are identified. The Graphic Rating Scale uses a chart or graph containing
a list of traits to be considered in rating.
Traits are usually defined while trait degrees are usually not. Traits may be
classified into three categories: personal, actual work performance and personal
relations
Sample of traits are:
Under the personal category: initiative, ability to learn, industry, drive and
dependability
Under the actual work performance category: customer service, knowledge of
job, quantity of work done, quality of work done, judgment, accuracy and
cooperation and actual results achieved.
Under the personal relation category; cooperation, adaptability, dependability,
attitude towards others and teamwork
Behaviorally Anchored Rating Scales
(BARS)
Aim at the combining the benefits of narrative
critical incidents and quantified ratings by
anchoring a quantified scale with specific
narrative examples of good or poor
performance
Five steps in developing a BARS:
1. Generate critical incidents
2. Develop Performance Dimensions
3. Reallocate incidents
4. Scale the incidents
5. Develop final instruments
Advantages of BARS:
A more accurate gauge
Clearer standards
Feedback
Independent dimensions
Consistent
The performance appraisal method of Management by Objectives (MBO) was
introduced by Peter Drucker in the early 1950’s and further improved by George S.
Odiorne, John Humble and others.
MBO as explained by George S. Odiorne, is the process whereby the superior and
subordinate managers of an enterprise jointly identify their common goals, define
each individual’s major area of responsibility in terms of the results expected, and
use these measures as guides for operating the unit and assessing the contribution of
each of its members.
MBO starts from top-level executives and managers who discuss and set goals and
specific objectives for the organization in terms of key result areas such as
production output, quality, market, profits and other areas on a short term basis, say
one year or less.
The MBO process is indeed integral to managing an
organization. It provides for:
• What is expected – in terms of objectives
• Obtaining teamwork – by identifying common goals
• Programming Work – by setting specific dates for accomplishment
of objectives
• Recognizing progress – through mutual agreement on objectives,
and measuring accomplishments against these objectives
• Focusing the use of scarce resources on high priority items
• providing feedback for self direction by the manager
Elements of promotion form:
Impact criteria, instead of a full breadth of
performance factors normally associated with
performance evaluation
Potential rating, preferably based on
demonstration skill level required by the position
to which a candidate is being considered for
promotion
Minimum performance rating of meeting
expectations or performance objectives
Other elements for a successful performance appraisal program is observance of a
process that supports appropriate review at each level of the process, consistency and
objectiveness in the use of standards and criteria, open communication between rater
and rate, and respect for the confidentiality of the information exchanged during the
process.
Some indicators of effective processes are:
1. The performance review flow is clear and has appropriate rate input and superior review
points
2. Individual performance ratings take into consideration the immediate unit and the next
level unit’s achievement of performance objectives
3. Consistency across units is maintained by the principle of the second-level review, and
for some organizations, a Human resources Committee composed of key managers who
do an overall review of performance ratings across the organization
4. training of employees of the performance appraisal program is essential
Some tips for an effective appraisal interview are:
Review the ratee’s job, job description, and changes in the job if any
Analyze factors which may have affected job performance
Identify problem areas and consequences
Look into past performance of rate and previous discussions to check if
there had been follow-up meetings for corrective actions
Be prepared to meet resistance
Be ready with suggestions for improvement, but open your mind to
rate suggestions
Win confidence and good faith by showing sincere interest in the
employees welfare
Concentrate on performance and accomplishments rather than on
personalities
Find out the constraints or difficulties encountered by the employee
Emphasize action for improvement
Be prepared for and articulate consequences of continued failed
performance
Be ready with a good analysis of the employee’s performance
The value of a performance evaluation system can rely upon the training of supervisors to
do a consistent, objective job. Done properly, such a system can result in effective training,
improved morale, superior services and productivity, reduced turnover and improved
supervision
Problem and Issues in Appraising Performance:
Unclear performance standards
Halo effect – means that your rating of a subordinate on one trait biases how you rate that
person on other traits
Central tendency
Leniency or Strictness
Bias
