being appraised is quality how much quality how well time by what time and cost

Being appraised is quality how much quality how well

This preview shows page 82 - 85 out of 200 pages.

being appraised is quality (how much?) quality (how well?), time (by what time?) and cost (at what cost?) In concluding this section however, it is advisable perhaps to adopt the Nigerian variant stated under scope above. There the two factors of behavior and performance, are being appraised. This is necessary because employee who deals with customers may have a very high quality job, accomplished in ver y good time, but delivers it in a ver y impolite manner. Not only can such a service or a good be rejected, the organization that harbors such an impolite staff may also be rejected. It may therefore be advisable to use the two forms above together for better result. 3.3.2 Rating scales in perf ormance appraisal 82
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Whichever factor we are measuring - behavior or performance - appraisers still have to measure individual performance which they do by use of one or more scales. Cole lists and explains them as follows: 1. Linear or Graphic Rating Scales Initiative A B C D E 1 2 3 4 5 5 Initiative (Low) (High) Initiative Excellent .................. Good .................. Average ................ Poor 2. Behavioral Scales -this is the type shown in fig. 1.1 above 3. Results/Targets Set - this is the example in fig. 1.2 4. Free Written Reports - in this, the appraiser writes essay type answers to questions set on the appraisal document. 3.3.3 Appraisal Interviews This is a face- to-face meeting the employee and his manager or supervisor. Its"aim is to discuss the subject of each item on the appraisal form. This is related to the open rather than the confidential appraisal method. It has a number of objectives. As listed by Cole these are: (1) to evaluate the subordinate's recent performance (2) to formulate job improvement plans (3) to identify problems and/or examine possible opportunities related to the job 83
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(4) to improve communication between superior and subordinate (5) to provide feedback on job performance to the employee (6) to provide a rationale for salary reviews (7) to identify potential performance/possibilities for promotion or transfer (8) to identify training and development needs. 4.0 Conclusion This unit has dealt with a critical, sensitive personnel function. From it you have learnt that appraisal rates both behavior and performance. You have also learnt the role of appraisal interviews and how it helps to bring manager/supervisor in close collaboration with the employee for the good of the organization. 5.0 Sum mary In this unit, as much as possible, all that you need to know about performance appraisal have been discussed. It covers definition, scope and the format of appraisal as well as style. 6.0 Tutor Marked Assignm ent Question. In this unit allusion was made to the Nigerian situation. How does it differ from the other examples discussed? How would you reflect the Nigerian variant on a form? 7.0 References and other resources Bratton, John and Gold, Jeffrey (1999) Human Resource Management - Theory and Practice (Second Edition) Macmillan Press Ltd, London Cole, G.A (1997) Personnel Management Theory and Practice (Fourth Edition) ELST with Letts Educational, London 84
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