mgto 231 human resources management performance appraisal ii dr. kin fai ellick wong
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MGTO 231Human Resources
Management
Performance appraisal II
Dr. Kin Fai Ellick WONG
A Model of Performance Appraisal
Identification
Measurement
Management
Source: Managing Human Resources, 4th Edition, p.223
Outline
• Measuring performance (continued)– Major types of measurement– Measuring error and bias
• Managing performance– Appraisal interview– Performance improvement
Outline
• Measuring performance (continued)– Major types of measurement– Measuring error and bias
• Managing performance– Appraisal interview– Performance improvement
Appraisal formats
• Type of judgment– Relative or absolute
• Scale format– Nominal, ordinal, interval, or ratio
• Focus of the measure– Trait, behavior, outcome
Focus of measurement
• Trait appraisal
• Behavioral appraisal
• Outcome appraisal
Focus of measurementFocus of measurement
Trait AppraisalTrait Appraisal
Behavioral AppraisalBehavioral Appraisal
Outcome AppraisalOutcome Appraisal
Trait appraisal
• Ask supervisor to make judgments about worker characteristics that tend to be consistent and enduring (i.e., the trait)– Decisiveness, reliability, energy, loyalty
• Quite common in appraisal systems, as well as in other related systems, e.g., reference letters
Sample Trait Scales
Rate each worker using the scales below.
Decisiveness:1 2 3 4 5 6 7Very low Moderate Very high
Reliability:1 2 3 4 5 6 7Very low Moderate Very high
Energy:1 2 3 4 5 6 7Very low Moderate Very high
Loyalty:1 2 3 4 5 6 7Very low Moderate Very high
Source: Managing Human Resources, 4th Edition, p.228
Problems
• The definition of traits may be ambiguous– One’s definition of loyalty may be
different from others’– 岳飛 ( 武穆 )
Another problem of trait approach
• It is person oriented, but not performance oriented– 龐統 ( 仕元 )
• One of the cleverest guys in the period of “three kingdoms”
• He was ugly and so was ignored in Wu ( 吳 )• “ 權見其人濃眉掀鼻,黑面短髯,形容古怪,
心中不喜… 權曰:狂士也,用之何益?» <<三國演義>>第五十七回
Focus of measurementFocus of measurement
Trait AppraisalTrait Appraisal
Behavioral AppraisalBehavioral Appraisal
Outcome AppraisalOutcome Appraisal
Behavioral appraisal
• Ask manager to assess a worker’s behavior– Types of behaviors can be derived from
critical incident technique– Frequency-based format (Behavioral
Observation Scales)– Anchor-based format (Behaviorally
Anchored Rating Scales)
Source: Managing Human Resources, 4th Edition, p.229
Advantages
• Behaviors are much more concrete and can be objectively observed
• Provide specific examples for assessment so that it is clear to employees what they are expected to perform
• Performance feedback can be given in a clear way
Disadvantages
• The development of such a system is quite time consuming
• Some important behaviors may be missed• Organization may change dynamically, old
behaviors may have different implications in the current context
• Or, it may limit the organization’s changes or adaptation
Focus of measurementFocus of measurement
Trait AppraisalTrait Appraisal
Behavioral AppraisalBehavioral Appraisal
Outcome AppraisalOutcome Appraisal
Outcome appraisal
• Ask manager to assess the result achieved by worker
• Management by objectives (MBO)– Supervisors and workers set goals
together– The goal is a specific performance
expected to be achieved (total sales or number of products produced)
– The extent to which the goals have been met
Advantages
• The criteria to be assessed are very clear and specific
• Subjectivity is essentially eliminated
• Goal-setting increases job motivation
• The objectives can be adjusted easily
Disadvantages
• How about the processes?– Those who have followed the BEST
processes may result in the poorest outcome due to uncontrollable factors (911)
• Quantity vs. Quality– Complaints on sales actives
Outline
• Measuring performance (continued)– Major types of measurement– Measuring error and bias
• Managing performance– Appraisal interview– Performance improvement
Some kinds of measuring error and bias
• Halo effect
• Escalating commitment
• Contrast effect
• Central tendency
• Strictness/leniency
• Number-size framing
Halo effect
• Individual that is good (poor) in one dimension is tended to be perceived as good (poor) in other dimensions, although there is no such evidence– Good in verbal reasoning good in logical
reasoning, smart, having senses– Good in basketball (Michael Jordan) good in all
kinds of sports (baseball and golf)
• In the HR context– Good impression in one trait may lead to better
evaluation of another trait
Escalating commitment
• Individual tends to persist in a self-selected decision, even there is evidence that the outcome of the decision is negative
• In the selection context– Performance appraisal of an employee
will be higher when it is rated by the one selected him/her than when it is rated by others
Contrast effect
• Evaluation order matters!!!
• Evaluator tends to inflate his/her score after evaluating a poorer-than-average individual
• Evaluator tends to give lower score after evaluating a better-than-average individual
Central tendency
• Avoiding extreme scores in ratings– 中庸之道– Making the employees less differentiated
Strictness/leniency
• Problem occurs when a supervisor has a tendency to rate all subordinates either high or low– Political reasons
• Showing others that my team members are all bright
– Maintaining harmony
Number-size framing
From Wong & Kwong (2005), Journal of Applied Psychology
Attendance
Rat
ing
2
3
4
5
6
7
8
9
10
+ve -vePunctuality
+ve -veAccuracy
+ve -veCompleteness
+ve -veSuccess
+ve -veOverall
+ve -ve
Andy William
Outline
• Measuring performance (continued)– Major types of measurement– Measuring error and bias
• Managing performance– Appraisal interview– Performance improvement
Appraisal interview
• To provide feedback to employees
• Two components– Discussion of performance (act as a
coach) followed by discussion of salary (act as a judge)
– Highlight the association between performance and salary to increase employee job motivation
Performance improvement
• Knowing the causes of problems– Ability, motivation, or situation– 不為而非不能為– Seeking converging evidence
• Self-review, peer review, and subordinate review
• Directing attention to the causes• Action plan
– Providing suggestions and possible ways to improve performance
• Directing communication at performance
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