The wide variety of performance evaluation techniques wil be discussed later. It is not very difficult to assemble a list of reasons why any of the PALS methods will fail to work. Much of the responsibility for choosing a suit- able technique and operating it effectively rests directly on your shoulder as the manager. To achieve effectiveness, therefore, there are a number of operational imperatives to guide your action.
First, the success of any technique largely depends on selecting a tech- nique (or a combination of techniques) that matches the objectives you seek
to attain.
Figure
2.11 below provides some illustrations.Figure 2.11 Matching PAS objectives and techniques
Purpose of PAS
1. To provide back-up data for management
decisions on merit, pay increase, promotion
redeployment, dismissals and so on
2. To assist supervisiors to observe subordinates more closely and observe effective performance 3. To motivate employee and provide
feedbacks, coaching and counselling,
4 To improve identification training and development needs, career development, and effectiveness of HRM practice
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Suggested techniques
Simple graphic scale, essay formforced-
choice rating, ranking methods.
Work standard technique, BARS graphic rating, forced choice, MBO critical incidents.
MBO, critical incidents, BARS ranking
methods, work standard technique.
Critical incidents, MBO field review, BARS.
The important point to emphasise here is that as a manager, you should endeavour to undertake a matching of techniques with objectives, if many of the common pitfalls of appraisal system are to be avoided.
The second requirement is informed by the belief that PAS is designed to measure individual performance. This demands that critical or relevant performance criteria (what counts for success or failure on the job) are iden- tified, isolated, measured, evaluated and selected. In choosing such crite- ria, a distinction is general y made between personality or traits and ob-
servable work-related factors.
In choosing trait-related criteria, it is assumed that there are traits which lead to productivity. Commonly accepted traits include: reliability, initia- tive, drive, determination, integrity, job knowledge, judgment, attitude, cooperative commitment and temperament.
The second assumption is that objective measures of employee's pro- ductivity can be made on the basis of process and output measure. This focuses on the way people interact and go about their work, and the re- sults actually achieved. Typical examples would include the following:
punctuality at work, ability to plan and organise, relationship and coop- eration with colleague, quantity and quality of work, accuracy, time man- agement, meeting deadlines, compliance with rules and regulation and so
on.
Expert opinion suggests that personality oriented criteria are notori- ously difficult to correlate with job performance, because it largely meas- ures rater-ratee interaction, while work related methods are easier to ob- serve and more susceptible to objective measurement. Serious effort must be made, however, to select a mix of performance criteria, considered rel- evant to success on the job.
A third critical imperative for successful implementation of PAS is that it is made acceptable and well understood by the parties involved in the PAS process. PAS is an important means of achieving a joint problem-solv- ing approach to performance management and improvement. When both the chosen assessment techniques and its applicability are clearly under- stood, then you can expect to attain the mutual problem-solving approach, that is crucial y needed as a sound basis for a productivity-oriented PAS.
As the manager with direct responsibility for a result-oriented PAS, the open involvement of employee affords you the opportunity to discover the strengths and weakness of the employee, as wel the employee's views and definition of contextual problems retarding his or her performance.
Thus, implementation should offer opportunity for employee to complete some parts of the PAS form (i.e. a self-appraisal section be designed into the form) sign the completed form and add any comments on their percep- tion of the accuracy of the assessment.
Final y, it is imperative to bear in mind the recognition that, proper administration of a result-oriented PAS is an outgrowth of organisational culture that values performance (productivity), and fosters beliefs
and
norms of behaviour that supports such values. As was suggested in an earlier unit, values are the basis of human behaviour, and it is upon them that missions, goals and objectives of organisation rest.
Organisational cultures that profess to value high performance are il- lustrated in Figure 2.12 on page 72.
Figure 2.12 Cultural norms in organisations which value performance
Organisational values:
High performance/productivity Actions by supervisors
Objectives are undefined Vague targets
Arbitrary reward system Promotion based on relationship
Relief
Appraisal of performance is considered unless and unnecessary
4
_Objectives wel defined and wel communicated
!early specified targets Reward based on results Promotion bases on capacity and
achievement Emphasis on people's development
Norms
Performance appraisal is poorly conducted
Belief
Appraisal of performance is worthwile and necessary
Norms
Performance appraisal is done with priority and care
Source:
Roy Serpa. Why many organisations often fail to give employees fair and useful performance reviews' Manage- ment review (American Management Association) Vol. 73 (7) July, 1984 Pp. 41 —45; Management by objec- tives (MBO) to avoid the feeling.The sequence on 'A' outlines the actions that are contrary to the value of productivity and the resultant beliefs and norms of behaviour. The con- trast is a performance-oriented culture where appraisals are conducted with
seriousness. In the sequence on 'B', the superior defines and communi-
cates clearly defined objectives and targets, rewards employees on the ba- sis of results achieved, promotes on capability and emphasises develop- ment. These actions are consistent with productivity-oriented values and thus foster a belief that performance appraisal is worthwhile.
The conclusion to be drawn is that if an organisation values, high per- formance, the management must ensure a congruence between value state- ments and actions taken. Thus, creating and developing suitable work- culture that values high productivity and appraises performance fairly and equitably, is a vital ethical issue, which management must give serious
consideration.
Activity
Reflect on the PAS of the organisation which you work for or which you are famil- iar with:
1. Write out the features of the PAS to show the extent to which it meets the above operational imperatives.
2. Outline all the processes that have been put in place to ensure employee's active participation in the operation of the system.
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