Steps of Performance Appraisal
The performance appraisal is closely related to a number of human resource management activities that should be considered. Some are these relationships that are described below –
- Job analysis
- Performance standard
- Developing an appraisal system
- Assessing performance
- Performance review
- Setting a plan of action.
Job analysis: The performance appraisal should be base on a thorough job analysis. The result of the job analysis can be used to produce a job description, which describes the work to be performed, and job specifications, which outline the requirements necessary to accomplish the job.
Performance standard: Performance standards should be derived from the job analysis information based on this information; the levels of performance deemed to be acceptable versus those that are unacceptable are developed.
Developing an appraisal system: In general, employees should be evaluated on a number of specific dimensions of job performance. Each of the specific dimensions of job performance used to evaluate an individual’s performance should be developed so that it not deficient contaminated, distorted, or irrelevant.
Assessing performance: The actual performance is the determination of an employee’s strengths and weakness. One purpose of performance appraisal is to improve the employee’s performance.
Performance review: The performance review is the actual discussion that transpires between the rate and the rate regarding the rate’s performance. Research suggests that the performance review should be approximately 60 minutes long and be a mutual discussion.
Information: Because the performance review involves two people, the appraiser and the appraises, the review should entail an exchange of information between these two parties. This information exchange can take many forms.
Setting a plan of action: By this point in the review; the employee should have an accurate idea of his or her performance evaluation. The employee should know his or her strengths and weaknesses.