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TEACHER PERFORMANCE

Dr. Tengku Faekah binti Tengku Ariffin

Educational Studies

College of Arts & Sciences

SKP Building 0.89

faekah@uum.edu.my

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HUMAN RESOURCE PRACTICES

Performance Management

In Performance Appraisal:

you assess employees' performance

Communication is a one-way channel

blame is the name of the game you look back to the past

In Performance Management:

you make plan how to improve performance

there is dialogue between the supervisor andsubordinates

problem-solving is the focus

focus on the present and the future.

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HUMAN RESOURCE PRACTICES

Purposes of Performance Management

Measurement of Produc t iv i ty

You can measure performance of both routine and

non-routine tasks, expected behavior, conformance

to rules and procedures, and achievement of keyperformance indicators (KPI).

Commun icat ion o f Performance Resu l ts

Implementing a two-way communication makes

your employees more motivated and confident.Feedback gives opportunities to your employees to

make improvement and to correct any weakness.

Expectations are clarified.

http://www.strategic-human-resource.com/human-resource-metrics.htmlhttp://www.strategic-human-resource.com/human-resource-metrics.html

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HUMAN RESOURCE PRACTICES

Purposes of Performance Management

Training and Developm ent Needs

Workforce performance evaluation can assist you to identify

competency gaps that affect performance. You can identify the

training and development needs of each of your people.

Decision Making You can use the evaluation results to make decisions on

performance incentives for good performers. It can also help in

making decisions on employee retention, redeployment,

promotion, or, in the worst case scenario, termination.

Provid ing Real-Time Human Resource Info rmation

The results can help in the review of your recruitment policy,

selection method, the job description, and performance

standards and measurement.

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HUMAN RESOURCE PRACTICES

Performance Management Process

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HUMAN RESOURCE PRACTICES

Performance Management Process

Review Identify your employees important job functions.

How does the employees job contribute to the goals of your

organization?

Plan What are required in order to 'do the job well? Your employee is

the best person to consult in defining and re-defining the job.

How will you measure job performance?

Develop What are the barriers that hinder good performance and how can

you and your employee minimize or eliminate them?

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HUMAN RESOURCE PRACTICES

Performance Management Process

Perform Implement the performance evaluation

Give feedback and reward (or punishment?)

How can you and your subordinate work together to improve his

or her performance?

Assess Evaluate the whole process of performance appraisal and see

where you can improve the cycle

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HUMAN RESOURCE PRACTICES

Performance Appraisal Techniques

Critical Incident Technique Keeps a log of a persons

effective and ineffective jobbehavior

Paired Comparison

Rates employees againsteach other

Multi-person Comparison

Rates employees againsteach other

Forced Distributions

Group employees base d onsimilar performance criteria

Quota system

Checklist method Presence-absence qtns

360 Degree feedback Includes superiors,

subordinates, peers and evenclients (students) in the appraisalprocess

Graphic Rating Scale

Based on a set ofcharacteristics or traits

Behavioral Rating Scale

Based on identified performancebehaviors

Management by Objectives Identify the key performance

indicators which meet theobjectives

Evaluate performance based onKPI

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HUMAN RESOURCE PRACTICES

Weaknesses Performance Management

Employee Appraisal Aversion Factors

Rating bias

Appraisal hypocrisy insincere, double-

standards

Poor informal feedback

Poor communication during formal feedback

sessionsRater errors they are not given adequate

training to equip them with performance

management skills.

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HUMAN RESOURCE PRACTICES

Weaknesses Performance Management

Employee Appraisal Aversion Factors

Vague rating methods.

Some tasks are not easy to measure or

impossible to measure.

Performance standards are not clearly

defined.

Evaluation is often deferred.Recent events, whether positive or negative,

are given undue weight.

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HUMAN RESOURCE PRACTICES

Weaknesses Performance Management

Employee Appraisal Aversion Factors

Employees are not given the opportunity to

comment on the assessment results.

The evaluation results are not used in

management decisions.

Rater appraisal self appraisal mismatch

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HUMAN RESOURCE PRACTICES

Performance Appraisals

Sample forms