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PM-Methods of Perf Eval-Recording

This document discusses various methods for performance evaluation, including using the immediate supervisor, peers, subordinates, self-appraisal, customer appraisal, 360-degree feedback, and team appraisals. It provides brief descriptions of each method, noting advantages and disadvantages. For example, it states that the immediate supervisor is most common but could be biased, peers could be influenced by friendships, and self-appraisals may be favorable but are good for development. 360-degree feedback involves surveys from multiple perspectives while maintaining anonymity, and team appraisals evaluate both individual contributions and overall team goal achievement.

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sammie cele
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19 views

PM-Methods of Perf Eval-Recording

This document discusses various methods for performance evaluation, including using the immediate supervisor, peers, subordinates, self-appraisal, customer appraisal, 360-degree feedback, and team appraisals. It provides brief descriptions of each method, noting advantages and disadvantages. For example, it states that the immediate supervisor is most common but could be biased, peers could be influenced by friendships, and self-appraisals may be favorable but are good for development. 360-degree feedback involves surveys from multiple perspectives while maintaining anonymity, and team appraisals evaluate both individual contributions and overall team goal achievement.

Uploaded by

sammie cele
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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METHODS OF PERFORMANCE

EVALUATION
DETERMINING THE EVALUATOR

1. The immediate supervisor or manager


2. Peers
3. Subordinates
4. Self-appraisal
5. Customer appraisal
6. 360° feedback
7. Team appraisals
THE IMMEDIATE SUPERVISOR OR
MANAGER
 This is the most popular and easiest choice of a “rater”

 The manager is there on a daily basis and can see what the
employee is doing or performing at all times.

 The disadvantage of this method is that the supervisor might rate the
employee very favourably because he or she wants to be liked by
the employees.
PEERS

 Sometimes the supervisor might not be available to rate


the employee.
 Hence, in this case peer to peer evaluations are done.
 This type of evaluation where employees are evaluating
each other is that the friendship bias can be skewed.
 If the peer evaluation is done, it is better to include other
evaluation methods as well.
SUBORDINATES

 This is also called “reverse appraisal” – this is useful for the


manager’s development.

 Employees know what their manager delegates, communicates,


plans and organises.

 Works well with a large group of employees and when the


employees perform the evaluation, it must be anonymous.
SELF-APPRAISAL

 If employees tackle this evaluation with the objective of goal setting


and a chance to add value to the organisation, then it reduces
defensiveness during the evaluation interview.

 Self-appraisal can at times be favourable, less variable, and more


bias at times.

 Therefore this one is more appropriate for counselling and


development rather then employment decisions.
360° FEEDBACK
 This is a multi-source evaluation.
 The questionnaire is used for this evaluation where many people are required to
respond to the questionnaire (supervisors, subordinates, peers, internal and
external customers) on how well specific individuals perform in a number of
behavioural areas.
 The responses and feedback are anonymous to avoid being victimised.

• He or she is someone who is open to questions.


• He or she is easy to understand.
• She or he keeps firm in difficult situations.
• He or she tries new ideas first with his or her employees.
• He or she tries to be as independent as possible.
TEAM APPRAISAL
 This is a new way of managing and appraising group performance.

 It is done in 2 ways:
 1st way is to see how each member contributes to the group
 The member contributions are done though peer evaluation.
 2nd way is to measure how well the team accomplishes its goals.
 Team performance is measured against specific team’s objectives.

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