January 23, 2019 (Wednesday)
9:00 A.M. to 5:00 P.M.
AIM Conference Center Manila, Makati City
Most organizations have some sort of a formal system for appraising an individual's performance on a regular basis. The rationale is straightforward: in order to get employees to meet goals and standards, management must
(1) Tell them what is expected of them,
(2) Judge how well they have done it, and
(3) Take appropriate action to correct deficiencies and build on strengths.
Introductory exercise which causes learners to become aware of their biases (pro and con) toward the performance appraisal process...McGregor's critique of the process, with seven major shortcomings identified...checklist of twenty problems in administering a performance appraisal system....reasons (objectives) for conducting performance appraisals compared and contrasted: Personnel Department boss vs. subordinate...diagnosing performance deficiencies: eight factors affecting worker performance...seven-step procedures for analyzing performance problems...the role of the job description in the performance appraisal process: eight characteristics of results-oriented job descriptions ...the case for having subordinates rate themselves prior to a performance appraisal session examined...guidelines for giving useful, constructive feedback along with practice in phrasing various types of feedback ...presentation of a performance appraisal form couched in behavioral language measuring twenty skills for managing people: another twenty for managing tasks...twelve steps to follow in conducting a constructive, results oriented performance appraisal.