Hello, this is Sue Hutchinson and the title
of the talk is performance appraisal and feedback.
This is a second talk on managing performance and follows
on from the first talk on measuring employee performance.
Performance appraisals, sometimes called performance reviews,
are one of a number of performance management tools to
improve organisational effectiveness and motivate employees.
Although the practice of appraisal varies considerably in organisations,
it is an activity where line managers play
a critical role regardless of the context of the organisation.
In this talk today,
we're going to start by considering what we mean by
performance appraisal and then consider its potential benefits.
Performance appraisal schemes are often complex and ambitious,
and the design and practice of appraisal varies considerably.
We move on to consider some of
the different approaches in terms of who does the appraising and feedback.
Traditionally, the appraisal and feedback has
tended to come from a single source, the line manager.
But this may not enable a balanced overview of
performance or be suitable for all circumstances.
We consider alternatives and newer approaches
including multisource or 360 degree feedback.
The outcome of the performance assessment and review often
includes a rating of overall performance and this is considered next.
Although the potential benefits of
performance appraisal are great, unfortunately in practice
it is often done poorly in organisations and could be a source of
dissatisfaction with both managers and employees.
One of the reasons for this is that it is prone to subjectivity and bias,
which we consider next.
We then consider performance appraisal skills including feedback,
critical but challenging skills for all line managers.
Then we conclude with a short summary.