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Abstract
Main purpose of this study is to identify the best approach towards Performance Appraisal system, which leads towards achieving organizational and employees’ goals on time. To increase the effectiveness of an organization a best appraisal system should be implemented by the organization. Job performance is considered ineffective when productivity is below a standard considered acceptable at a given time. The causes of ineffective performance can be rooted in the person, the job, the manager, or the company. Usually ineffective performance is caused by a combination of several factors as Durbin states. He discusses the model of control, in order to improve ineffective performance. It is divided into seven steps that could be followed in sequence and are to define effective or acceptable performance, to detect deviation from acceptable performance, to confront the substandard performer, to set improvement goals, to select and implement an action plan for improvement, to reevaluate performance after a time interval and to continue or discontinue the action plan. Corrective actions for ineffective performers are divided into managerial actions and techniques, and organizational programs. Managerial actions include close supervision and corrective discipline. Organizational programs include career counseling, outplacement, and job redesign (previously discussed). Businesses today may use counseling and constructive criticism to deal with poor performers. As a formal discussion, counseling includes criticism, in order for the low-performer to understand the problem, and strive towards its solution, by developing his or her potential. The challenge from the company's side is to use a skillful manager to perform this kind of help, and to balance the situation of the unsatisfied company and the stressed employee. The conclusions of the research have informed the main recommendation, to develop a new system that is much more comprehensive, and incorporates training and guideline.
1. Introduction
Performance appraisal is one of the most critical processes of human resource management. In some cases, it becomes most critical because organizations want to achieve their objectives which depend on the employee’s performance. The processes that follow Performance appraisal; including goals, ongoing learning and competencies establish key goals on a regular basis is a great extent dependent upon this process.
Figure 1: Performance Appraisal [1]
1.1 Ineffective Performance
Job performance that lowers productivity below an acceptable standard. Job performance is considered ineffective when it lowers productivity below an acceptable standard. Ineffective performers are also referred to as problem employees because they create problems for management.
Ineffective performers lower organizational performance directly by not accomplishing their fair share of work. They also lower organizational productivity indirectly. Poor performers decrease the productivity of their superiors by consuming
1.2.1 What do we need to implement this Performance Measurement?
Collecting data.
Analyze collecting data.
Identify Corrective Actions.
Develop Business Case.
Apply Corrective Actions.
By building Performance Measurement for Information Security we facilitate decision making and improve effectiveness/efficiency of information security service delivery. [3]
1.3 Workforce Management Solutions
Central to achieving the objectives is having an effective and efficient Management Information System. Workforce Management is complex in many organizations, in part due to the lack of timely information and the demands of various key stakeholders for this important and highly secure information.
The key benefits of good Workforce Management Solution System are:
Real Time Employee costs reporting and Analysis
Single source for all information
Scenario Modeling
'What If' analysis capability
Real time KPI Measurement
Proactive Labor KPI Management Reports
Volume Forecasting Model
Activity-Based Staff Roistering
1.4 Performance Management System
- Continuous Process of Identifying Measuring Developing The performance of individuals and teams and
- Aligning performance with Strategic Goals of the organization. “Performance management is a strategic and integrated process that delivers sustained success to organizations by improving the performance of people who work in them, and by developing the capabilities of individuals and teams”. There are different steps which can appraise performance level as shown in Figure 3.
Figure 3: The Appraisal Process [4]
Increased risk of litigation Table 1: Common Performance Issues [5]
Common performance issues Issue Possible cause Actions Employee does not undertake work as required, showing signs of apathy and laziness Employee does not appear to understand job requirements or directions
Job content & design Inappropriate job fit Personal or external issues
Begin with informal performance discussion Be clear about the performance requirements and expected contribution of the role to the work of the business Focus on interest in work tasks, and how they might be improved Explore options for opportunities in other areas of the business, if possible Refer to counseling service if personal circumstances are impacting performance Employee will not follow directions
Failure to understand what is required Inability to perform tasks Personal issues
Begin performance improvement process starting with informal discussion around what is required in the position. Look at possible options for training and development if a skill deficit is identified Commence formal performance management process if no improvement forthcoming Employee fails to acknowledge they are underperforming
Performance issues have not been adequately explained Process has not been adequately
Re-establish expected outcomes, use evidence of how performance has failed to meet expected standards, explain the impact of this on the
applied Employee does not accept management assessments
success of the business If necessary commence formal performance management process
Employee does not complete work tasks to the required standards
Lacks the required skills and capabilities
Identify training and development opportunities as part of performance improvement plan If employee fails develop required skills, progress through performance management process ot possible options such as reassignment of duties, or transfer to another area to achieve a better job fit (if possible) Review recruitment practices to ensure appropriate selection decisions are being made Employee is cynical of work environment and tasks, bringing negative opinions to the work environment
Has become disillusioned with work environment Fails to understand the value of work being undertaken
Establish team culture based on respect and support Reestablish role of the position, and the value of outcomes delivered by the organization If possible, explore opportunities for career transition and movement
Employee is regularly absent without cause
Job content and design Inappropriate job fit Management style Personal or workplace issues
Identify cause behind absenteeism Explore possible strategies for job redesign, job fit, changes to working arrangements, management of health issues Re-establish expectations of attendance
Insufficient job knowledge. The employee is a substandard performer because he or she comes to the job with insufficient training or experience. Job stress and burnout. Severe short-term stress leads to errors in concentration and judgment. As a result of prolonged job stress, an employee may become apathetic, negative, and impatient. He or she can no longer generate the energy to perform effectively. Emotional problem or personality disorder. The employee may have emotional outbursts, periods of depression, or other abnormal behaviors that interfere with human relationships and work concentration. Cynical behavior may lower the performance of an entire work group if the negative attitude spreads to others. Tobacco addiction or withdrawal symptoms. The employee who smokes is often fatigued and takes so many cigarette breaks that his or her work is disrupted.
2.1.2 Factors related to the Manager
Managerial factors contributing to ineffective job performance include: Inadequate communication about job responsibilities, Inadequate feedback about performance, Inappropriate leadership style, and Bullying or intimidating manager.
2.1.2.1 The Manager
Inadequate communication about job responsibilities. The employee performs poorly because he or she lacks a clear picture of what the manager expects. Inadequate feedback about job performance. The employee makes a large number of errors because he or she does not receive the feedback-early enough or at all-to prevent them. Inappropriate leadership style. The employee performs poorly because the manager’s leadership style is inappropriate to the employee’s needs. For example, an immature employee’s manager gives him or her too much freedom and the result is poor performance. This employee needs closer supervision. Related to leadership style is the problem of some managers unwittingly setting up a group
member to fail? The manager perceives a given group member as mediocre, and that person lives down to the manager’s expectations, perhaps because the group member loses some self-confidence.
2.1.3 Factors related to the Job
Many factors within the job contribute to ineffective performance, including the following: Ergonomics problems and repetitive motion disorder, Repetitive, physically demanding job, Built-in conflict, night-shift work assignments, Substandard industrial hygiene, and A sick building.
2.1.3.1 The Job
Ergonomics problems and repetitive motion disorder. If equipment or furniture used on the job contributes to fatigue, discomfort, or injury, performance problems result. For example, if an employee develops neck pain and eyestrain from working at a poorly designed computer configuration, performance will suffer. Repetitive, physically demanding job. A repetitive, physically demanding job can cause the employee to become bored and fatigued, leading to lowered performance. Built-in conflict. The nature of the job involves so much conflict that job stress lowers performance. The position of collection agent for a consumer-loan company might fit this category. Night-shift work assignments. Employees assigned to all-night shifts suffer many more mental lapses and productivity losses than those assigned to daytime or evening shifts. Substandard industrial hygiene. Excessive noise, fumes, uncomfortable temperatures, inadequate lighting, high humidity, and fear of injury or contamination engender poor performance.
Two cautions are in order in using the control model for improving ineffective performance. First, the model may have to be modified slightly to follow company procedures. Company policy, for example, might establish certain procedures about documenting poor performance and reporting it immediately to higher levels of management. Second, the control process is not designed to deal with mental illness.
Figure 4: The Control Model for Managing Ineffective Performers [2]
2.2.1 Define Performance Standards
Penalizing employees for not achieving performance standards that have not been carefully communicated is unfair. Therefore, the first step in the control model for managing ineffective performers is to clearly define what is expected of employees.
2.2.2 Communicate with the Substandard Performer
After the unacceptable performance or behavior is detected, the manager must communicate concern to the worker. At times, a simple discussion will suffice. At other times, confrontation may be necessary.
Confrontation means dealing with a controversial or emotional topic directly. Confrontation is necessary whenever the employee does not readily admit to experiencing a problem. Managers often avoid confrontation for several reasons. They may have limited skill in criticizing employees. Or, they may prefer not to deal with the anger and resentment that confrontation is likely to trigger. A third reason does not want to make the employee feel uncomfortable.
2.2.3 Set Improvement Goals
The fifth step in the control model is to set improvement goals. An improvement goal is one that, if attained, will correct unacceptable deviation from a performance standard. The goals should be documented on paper or electronically. Improvement goals should have the same characteristics as other objectives. Above all, improvement goals should specify the behavior or result that is required. Vague improvement goals are not likely to cause changes in performance.
2.2.4 Select and Implement an Action Plan
The setting of improvement goals leads logically to the selection and implementation of action plans to attain those goals. Much of the art of remedying ineffective performance is contained in this step.
3. Results and Discussion
Establishing effective performance management systems can have significant benefits for your business, as it can lead to happier, more motivated and better performing employees. Reviewing, refining and implementing performance management systems are ways of helping achieve these significant benefits.
remain employed by the firm. The employee is counseled as part of corrective discipline. Job rotation. If ineffective performance results from staleness or burnout, changing to a different job of comparable responsibility may prove helpful.
3.1.2 Organizational Programs
Employee assistance programs (EAPS). The employee is referred to a counseling service specializing in rehabilitating employees whose personal problems interfere with work. Wellness programs. The organization encourages employees to participate in specialized programs that help them stay physically and mentally healthy. By doing so, employees may prevent or cope with health problems—such as heart disease or an eating disorder that interferes with job performance or lead to absenteeism. The wellness program usually includes stress management. Career counseling and outplacement. The employee receives professional assistance in solving a career problem, including being counseled on finding a job outside the firm. Training and development programs. The employee is assigned to a training or development program linked directly to his or her performance deficiency. For example, a very reserved sales representative receives assertiveness training.
3.2 Coaching and Constructive Criticism
Most performance improvement takes place as a result of a manager dealing directly with the worker not meeting standards. The usual vehicle for bringing about this improvement is coaching.
3.2.1 Coaching
It is a method for helping employees perform better that usually occurs on the spot and involves informal discussion and suggestions.
Workplace coaching is much like coaching on the athletic field or in the performing arts. Coaching involves considerable constructive criticism, a form of criticism designed to help people improve.
3.2.2 Constructive criticism
A form of criticism designed to help improve performance or behavior. The same technique is sometimes referred to as constructive direction because the intent is to help people and set them in the right direction.
1. Focus on what is wrong with the work and behavior rather than the employee’s attitudes and personality. A major principle of employee coaching is to focus on the substandard work behavior itself, not the person or his or her attitudes. When a person’s self-image is attacked, he or she is likely to become hostile. Then the person will be focused on getting even, not getting better. Another way to upset the person being coached is to exaggerate the nature of the poor performance, such as saying, “You’ve committed the same mistake 100 times,” when you have only observed the mistake four times. 2. Listen actively. An essential component of counseling employees is listening carefully to both their presentation of facts and their feelings. Your listening will encourage the employee to talk. As the employee talks about his or her problem, you may develop a better understanding of how to help improve performance. 3. Ask good questions. An effective workplace coach asks questions that help people understand their needs for improvement. Consultant Marilyn J. Darling says that effective coaching is based on asking good questions. She notes that the simpler the question the better: What are you trying to accomplish? How will you know if you’ve succeeded? What obstacles do you believe are stopping you? How can I help you succeed? All the above questions are part of active listening because they are open ended. 4. Offer constructive advice. Constructive advice can be useful to the employee with performance problems. A recommended way of giving advice is first to ask an
3.3.3 Progressive discipline
It is the step-by-step application of corrective discipline. The manager confronts and then coaches the poor performer about the performance problem. If the employee’s performance does not improve, the employee is informed in writing that improvements must be made. The written notice often includes a clear statement of what will happen if performance does not improve. The “or else” could be a disciplinary layoff or suspension.
Figure 6 : Steps in Progressive Discipline [2]
1. All employees should be notified of what punishments will be applied for what infractions. For example, paralegals might be told that discussing the details of client cases with outsiders, a violation of company policy, will result in discharge. 2. Discipline should be applied immediately after the infraction is committed. As soon as is practical after learning of a rule violation, the manager should confront the employee and apply discipline.
3. The punishment should fit the undesirable behavior. If the punishment is too light, the offender will not take it seriously. If, on the other hand, it is too severe, it may create anxiety and actually diminish performance. 4.The manager should focus attention on the unsatisfactory behavior or performance, not on the person’s attitudes or traits. A core principle of discipline and punishment is for the person administering the discipline to point out what results are unacceptable rather than insulting or diagnosing the group member’s personality. Thus the manager would say, “Your store received five consecutive below-average customer- service ratings.” The same manager should not say, “You couldn’t care less about customer service.” 5. Managers should be consistent in the application of discipline for each infraction. Every employee who violates a certain rule should receive the same punishment. Furthermore, managers throughout the organization should impose the same punishment for the same rule violation.
3.4 Dealing with difficult people, including cynics
3.4.1 Difficult person
An individual whose personal characteristics disturb other people. Among such people are whiners and complainers, know-it-alls, dictators, pessimists, poor team players, and passive aggressive. A passive-aggressive person expresses anger and hostility by such means as neglecting to take care of an emergency or sitting silently in a meeting without making a contribution. Here we describe tactics for dealing with difficult people in general, and then highlight cynics because their numbers appear to be rising.
3.4.2 Tactics for Dealing Difficult People
Much of the advice about dealing with difficult people centers around certain tactics, as described next. It will often be necessary to use a combination of these tactics to help a difficult person become more cooperative. The more the difficult behavior is an ingrained personality pattern, the more difficult it will be to change. In contrast, it is easier to
