1. performanceappraisals - gar

7/31/2019 1. PerformanceAppraisals - GAR

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Explain Purposes of Performance

Management

Identify Success Factors in Good Programs

Identify Sources of Information forEvaluation

Explain Key Methods used in Managing

Performance Outline the Manager/Sub-Ordinate Interview


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Goal: Maintain Organizational Productivity

Results:

Organization Productivity Individual Performance

Methods:Individual Performance Goals


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Opportunity to Regularly Discuss

Results

Supervisor Identifies Strengths and

Weaknesses Fair and Equitable Format

Basis for Salary/Promotion

Recommendations


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Individual Rewards (Base and Incentive)

Feedback for Sub-Ordinate (Plus and Minus)

Recognition of Superior Performance

Documentation of Weak Performance

Personnel Decision-Making

Future Goal Commitments (Planned

Achievements)


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Compensation "Pay for Performance"

Job Performance Improvements

Feedback to Subordinates

Documentation for Decisions

Goal Setting - Later Evaluation

Promotion Decisions

Identify Training Needs

HR Planning


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SmallOrganizations

LargeOrganizations

AllOrganizations

Compensation 80.2% 66.7% 74.9%

Performance

improvement46.3% 53.3% 48.4%

Feedback 40.3% 40.6% 40.4%

Documentation 29.0% 32.2% 30.2%

Promotion 26.1% 22.8% 24.8%

Training 5.1% 9.4% 7.3%

Transfer 8.1% 6.1% 7.3%

Discharge 4.9% 6.7% 5.6%

Layoff 2.1% 2.8% 2.4%

Personnel research 1.8% 2.8% 2.2%

Manpower planning 0.7% 2.8% 1.5%


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Superior Performance leads to Superior Rewards

Issue: How to objectively measure specific goals!

Appraising/Evaluating

Managing Performance

VERSUS


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Immediate Supervisor

Higher Management

Self-Appraisals

Peers (Co-Workers)

Evaluation Teams

Customers

360Appraisals


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Performance appraisal done by

an employees manager and

often reviewed by a manager

one level higher.


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Performance appraisal done by the

employee being evaluated, generally

on an appraisal form completed by

the employee prior to theperformance review.


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Performance appraisal of a

superior by an employee,

which is more appropriate for

developmental than foradministrative purposes.


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Performance appraisal done by ones

fellow employees, generally on forms

that are complied into a single profile

for use in the performance interviewconducted by the employees manager.


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Performance appraisal, based

on TQM concepts, that

recognizes team

accomplishment rather thanindividual performance.


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Individual

Staff

Self-Assessment

Supervisor

Other Superiors

Peers

Teams

Sub-Ordinates

Teams

Customers

Other Superiors


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Popularity Contest

Punitive Implications

Control Relinquishment

Stereotypes

Poor Training of Raters


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Disadvantages? Advantages?


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Carefully Developed Behavior

Descriptions Fair

Evaluation Scales

Factor Relatedness to the Job


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Leniency/Strictness Error Define Anchors (Dimensions)

Force A Curve

Central Tendency Reluctant to Give High/Low

Explain Need for Variability

Recency Error

Last Action Halo

Encourage Frequent Evaluation


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Performance-rating error in

which all employees are rated

about average.


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Performance-rating error in which the

appraiser tends to give employees

either unusually high or unusually

low ratings.


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Performance-rating error in

which an appraiser inflates the

evaluation of an employee

because of a mutual personalconnection.


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1. Explain Objectives

2. Review the Instrument

3. Define the Performance Standards

4. Understand Typical SubjectiveErrors

5. Teach Interviewing Skills


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1. Schedule the review and notify the

employee ten days or two weeks in

advance.

2. Ask the employee to prepare for thesession by reviewing his or her

performance, job objectives, and

development goals.

3. Clearly state that this will be the formal

annual performance appraisal.


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1. Review the performance documentation collectedthroughout the year. Concentrate on work patternsthat have developed.

2. Be prepared to give specific examples of above- or

below-average performance.3. When performance falls short of expectations,

determine what changes need to be made. Ifperformance meets or exceeds expectations, discussthis and plan how to reinforce it.

4. After the appraisal is written, set it aside for a fewdays and then review it again.

5. Follow whatever steps are required by yourorganizations performance appraisal system.


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Schedule the interview 10 to 14 days inadvance.

Provide subordinates with a guide to

follow in planning for the interview. Consider which of the following approaches

to use:

Tell-and-sell method

Tell-and-listen method

Problem-solving method (generally preferable)


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1. Supervisor persuades employee to

change in a prescribed way.

2. Employees sees how changedbehavior will be of great benefit.


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1. Discuss strengths and weaknesses since lastreview

2. Explore feelings of sub-ordinate

3. Listening, accepting, and responding are essential

4. Stimulate growth (performance) job

5. Discuss problems, needs, innovations,

satisfactions and dissatisfactions since last review

6. Listen and respond with goal of helping personand productivity.


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During the Interview:

Emphasize strengths to build on.

Suggest more acceptable ways of acting.

Concentrate on present opportunities for growth. Techniques:

Listen more than you talk.

Use a variety of types of questions.

Avoid the sandwich technique.


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1. Relevant

2. Free From Contamination

3. Reliable - Inter RaterConsistency


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1. Little Benefit Relative to TimeCommitment

2. Face to Face Confrontation

3. Unskilled Appraisers4. Role Conflict: Judge or Teacher


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Rating Scales

Essay

Management by Objectives

Check Lists by Key Words

Forced Choice Statements

Ranking of Employees


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1. Critical incident method

This format of performance appraisal is a

method which is involved identifying and

describing specific incidents whereemployees did something really well or that

needs improving during their performance

period.
http://www.humanresources.hrvinet.com/critical-incident-method-of-performance-appraisal/http://www.humanresources.hrvinet.com/critical-incident-method-of-performance-appraisal/


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Unusual event that denotessuperior or inferior employee

performance in some part of

the job.


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2. Weighted checklist method

In this style, performance appraisal is made

under a method where the jobs being

evaluated based on descriptive statementsabout effective and ineffective behavior on

jobs.
http://www.humanresources.hrvinet.com/weighted-checklist/http://www.humanresources.hrvinet.com/weighted-checklist/


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3. Paired comparison analysis

This form of performance appraisal is a good

way to make full use of the methods of

options. There will be a list of relevantoptions. Each option is in comparison with

the others in the list. The results will be

calculated and then such option with highest

score will be mostly chosen.
http://www.humanresources.hrvinet.com/paired-comparison-analysis/http://www.humanresources.hrvinet.com/paired-comparison-analysis/


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4. Graphic rating scales

This format is considered the oldest and

most popular method to assess the

employees performance. In this style of performance appraisal, the

management just simply does checks on the

performance levels of their staff.
http://www.humanresources.hrvinet.com/graphic-rating-scales/http://www.humanresources.hrvinet.com/graphic-rating-scales/


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Performance appraisal whereby eachemployee is rated according to a scale

of pre-defined characteristics that are

job performance related.


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5. Essay Evaluation method

In this style of performance appraisal,

managers/ supervisors are required to figure

out the strong and weak points of staffsbehaviors.

Essay evaluation method is a non-

quantitative technique. It is often mixed with

the method the graphic rating scale.
http://www.humanresources.hrvinet.com/essay-evaluation/http://www.humanresources.hrvinet.com/essay-evaluation/


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Write a Behavioral Statement Strengths versus Weaknesses

Describe Selected Traits

Evaluate Performance

Advantages Disadvantages


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6. Behaviorally anchored rating scales

This formatted performance appraisal is

based on making rates on behaviors or sets

of indicators to determine the effectivenessor ineffectiveness of working performance.

The form is a mix of the rating scale and

critical incident techniques to assess

performance of the staff.
http://www.humanresources.hrvinet.com/behaviorally-anchored-rating-scales-bars/http://www.humanresources.hrvinet.com/behaviorally-anchored-rating-scales-bars/


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A behavioral approach to

performance appraisal that

consists of a series of vertical

scales, one for each important

dimension of job

performance.


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7. Performance ranking method

The performance appraisal of ranking is used

to assess the working performance of

employees from the highest to lowest levels. Managers will make comparisons of an

employee with the others, instead of making

comparison of each employee with some

certain standards.
http://www.humanresources.hrvinet.com/performance-ranking/http://www.humanresources.hrvinet.com/performance-ranking/


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8. Management By Objectives (MBO)method

MBO is a method of performance appraisal

in which managers or employers set a list ofobjectives and make assessments on their

performance on a regular basis, and finally

make rewards based on the results achieved.

This method mostly cares about the results

achieved (goals) but not to the way how

employees can fulfill them.
http://www.humanresources.hrvinet.com/management-by-objectives-mbo/http://www.humanresources.hrvinet.com/management-by-objectives-mbo/


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Integrates performance and goal

setting

Frequent intervals

Record maintenance

Objective review jointly

Mutual buy-in


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Employees Can Measure

Performance

Quantifiable Goals

Joint Effort

Employee Satisfaction in

Participation


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Success Not Validates by ResearchStudies

Easy to Set Unrealistic Goals

Hard to Get Full Commitment toProcess

Difficult to Define Some Goals


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9. 360 degree performance appraisal

The style of 360 degree performance

appraisal is a method that employees will

give confidential and anonymousassessments on their colleagues. This post

also information that can be used as

references for such methods of performance

assessments of 720, 540, 180
http://www.humanresources.hrvinet.com/360-degree-performance-appraisal/http://www.humanresources.hrvinet.com/360-degree-performance-appraisal/


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Individual

Staff

Self-Assessment

Supervisor

Other Superiors

Peers

Teams

Sub-Ordinates

Teams

Customers

Other Superiors


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10.Forced ranking (forced distribution)

In this style of performance appraisal,

employees are ranked in terms of forced

allocations. For instance, it is vital that the proportions

be shared in the way that 10 or 20 % will be

the highest levels of performances, while 70

or 80% will be in the middle level and the

rest will be in the lowest one.
http://www.humanresources.hrvinet.com/forced-ranking-forced-distribution/http://www.humanresources.hrvinet.com/forced-ranking-forced-distribution/


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A trait approach toperformance appraisal that

requires the rater to choose

from statements designed to

distinguish between successful

and unsuccessful performance.


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11. Behavioral Observation Scales

The method based on the scales of

observation on behaviors is the one in which

important tasks that workers have performedduring their working time will be assessed

on a regular basis.
http://www.humanresources.hrvinet.com/behavioral-observation-scales/http://www.humanresources.hrvinet.com/behavioral-observation-scales/


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Trained Interview Techniques

Honesty in Appraisal Well Planned Structure

Carefully Conducted

Feedback Openness

Adequate Time (more than one session

occasionally)


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1. Listen More Than Talk (1/3 rule)2. Vary the Questions (Open ended/elaboration)

3. Follow-up Questions (force through responses)

4. Reflect Feelings (clarify-sincerity)

5. Avoid Sandwich Technique (Positive-Negative-

Positive)

Why? Signals Bad News No More Bad News

Discourages Real Communication


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Amoco PerformanceManagement
http://hrm/articles/perfapp/skillapp.pdfhttp://hrm/articles/perfapp/skills.pdfhttp://hrm/articles/perfapp/aboutpay.pdfhttp://hrm/articles/perfapp/review.pdfhttp://hrm/articles/perfapp/develop.pdfhttp://hrm/articles/perfapp/define.pdfhttp://hrm/articles/perfapp/descrip.pdf


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http://hrm/articles/perfapp/ProfessionalStaffEvaluation.htmhttp://hrm/articles/perfapp/critsucc.pdfhttp://hrm/articles/perfapp/selfeval.pdfhttp://hrm/articles/perfapp/selfeval.pdfhttp://hrm/articles/perfapp/selfeval.pdfhttp://hrm/articles/perfapp/perf_mgt.pdfhttp://hrm/articles/perfapp/staffevaluation.doc


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