APPRAISAL INTERVIEW & ERRORS

APPRAISAL INTERVIEW & ERRORS

1. PERFORMANCE APPRAISAL INTERVIEW

   • DEFINITION
     • Performance appraisal interview is a 1-1 interview that take place at least once a year carried out by direct supervisor and employee. It gives them opportunities to discuss work performance, resolve problems, agree on long term goals and voice acknowledgement
   • IMPORTANCE
     • 1) Give employee a chance to defend himself against poor evaluation and manager to explain his reason for the evaluation
     • 2) Good because --> Both side debates is able to debate
   • HOW TO PREPARE APPRAISAL INTERVIEW
     • Gather data
       • line manager study the employee’s job description,comparing actual performance with the standards and goals, and lastly review previous appraisals
     • Prepare subordinate
       • enough notice to review employees' own work, think of the list of problems encountered, gather any questions and comments.
     • Choose time & place
       • mutually agreeable time, and allow enough time for it. Done in a private place with no interruptions
   • HOW TO CONDUCT APPRAISAL INTERVIEW
     • Be direct & specific
       • Objective work data. Eg: sales figure, number of errors
     • Do not get personal
       • The feedback should focus on the behaviours or performance and not on the person
     • Encourage employee to talk
       • Listen to them & ask open-ended question
     • Do not beat around the bush
       • Can get employee agree on an action plan on how to improve nxt performance

2. COMMON APPRAISAL ERRORS

   • Halo effect
     • One factor very impt
   • GUIDELINES TO OVERCOME
     • Notice in advance what expectations are
     • Whoever conducts must have frequent opportunity to observe employee
     • Discuss result with employee & give them opportunity to make comments
     • Train supervisors doing appraisals
     • Have more than 1 appraisal
     • Standardise performance review procedure for all
   • Central tendency
     • Rated near average
   • Leniency/ strictness
     • High rating--> leniency Low rating --> strict
   • Recent behavior bias
     • Affected by most recent action
   • Sequency effect
     • Evaluation affected by how supervisor rate the previous employee
   • Personal bias
     • Bias towards personal characteristics. Eg: age, gender
   • Unclear standards
     • Different supervisors might define “good” performance, “fair” performance differently

3. DIFFERENCE BETWEEN OPEN AND CLOSE APPRAISAL SYSTEM

   • CLOSE-ENDED
     • Employee don't have any participation at all. Performance appraisal and ratings assigned to an individual's performance is never shown to the employee
     • Employees normally do not know how the manager views their performance and whether their performance is acceptable or not
   • OPEN-ENDED
     • Performance appraisal and rating plans are discussed between the manager and employee in an enabling atmosphere and it is freely communicated with the employees
     • Performance appraisal and rating plans are discussed between the manager and employee in an enabling atmosphere and it is freely communicated with the employees.