managing employee performance and appraisal. employees performance knowledge & skills motivation...
TRANSCRIPT
Topic 5
Managing Employee Performance
and Appraisal
Employees Performance
Knowledge & skills Motivation Work
Environment
Factors influencing an employees’ performance
Is about managing an employee’s output. Focuses on what the employee does & how
he does it.Other relevant terms;1. Accountabilities / main tasks / main duties2. Key result areas (KRAs)3. Targets4. Goals / objectives / work norms /
performance standards5. Competencies
Performance Management?
1. Encourage quality performance by rewarding those who do well.
2. Improve current performance by giving feedback to workers.
3. Identify training needs4. Initiate fair disclipinary proceedings5. Provide a channel of communication
between managers and their subordinates.
What do you think are the benefits of a performance appraisal?
The Employee
The employee’s manager
The employee’s company-workers
The employee’s subordinates
Customers/clients / other parties
Who is involved in the appraisal process?
Goals will be negotiated with the subordinate
Help will be given with actions plans Counseling will be given
The Appraisal Interview
Opening:◦ Remind employee of purpose of discussion◦ Welcome input from employee
Begin discussion:◦ Discuss employee’s self-evaluation◦ Reach agreement on achievements in time period
under discussion◦ Set objectives for next time period◦ Discuss action plan to overcome weaknesses, if
any.
The Appraisal Interview
When an employee is ‘problematic’ what can be done?◦ Disclipinary interviews◦ Retrenchment exercises◦ Career development interviews◦ Pre-retirement programs
Counselling
Technology and Client/Customer Feedback
Other examples: Amazon, eBay, Trip Advisor, iTunes
Technology and Client/Customer Feedback (cont.)
Amazon
Other Examples of Internet-Based Performance Information
Other Examples of Internet-Based Performance Information
Expedia
The standard rooms are very, very small, I had only one bag and no place to put it. you could barely turnaround in the bathrooms. I love the decor/ art deco style but a little updating is definitely do. Rating: 2.0
That's the second time I stay in this hotel. The location is fantastic and the rooms, in general are very comfortable. The view from the top, at the breakfast place is superb. Rating: 4.0
3. Problem Solving/TroubleshootingDefinition: Uses a logical, step-by step approach to identify and solve process problems
1 2 3 4 5 Well Below Expectations Below Meets Expectations Consistently Exceeds Outstanding Expectations Expectations
Fails to understand how equipment and processes interrelate
Does not complete checklists or other required forms
Is not able to identify root causes of process deviations
Does not consistently meet A2E expectations
Depends on others to solve problems
Uses available resources (e.g., drawings, checklists, forms, people—engineers, data historian) to determine the root cause of problems
Selects and interprets data to solve problems
Investigates the nature of equipment and process malfunctions on an ongoing basis
Participates in A2E efforts
Develops novel, safe and effective solutions to current problems
Anticipates problems before they occur and suggests solutions
Takes ownership in problem solving and sees it through to completion
Effectively leads problem solving efforts (e.g., A2E, handles complicated analysis requests on one’s own)
Behavioral Examples of Rating:_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
4. TeamworkDefinition: Strives to build and maintain a good working relationship with one’s work group; shares information with team
members; accepts ideas and opinions of others
1 2 3 4 5 Well Below Expectations Below Meets Expectations Consistently Exceeds Outstanding Expectations Expectations
Does not respond to work requests from other team members
Fails to share information and/or resources with others
Refuses to help co-workers Conflicts with coworkers on 'yours
not mine' work situations, or is known to say "that's not my job“
Frequently complains or makes negative or derogatory remarks about site initiatives, leadership, and/or fellow workers
Is slow to respond to work requests from other team members or management
Considers alternative solutions provided by team members
Accepts and provides feedback to others
Shares information (e.g., trends, status updates) and/or resources with others when asked
Readily offers to help other team members on tasks
Works with support services and other areas (e.g., maintenance) to resolve shift problems in a timely manner
Anticipates other team members’ needs (e.g., training, tools, equipment, information)
Resolves conflicts between team members
Supports company objectives and volunteers for work duties within and outside of one’s work area
Sacrifices one’s own needs for the need of the team
Initiates team building activities (e.g., organizing outside group activities, breakfasts)
Behavioral Examples of Rating:_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Bias in the appraisal process
Recency effect Managers take into consideration only the most
recent performance, ignoring previous assignments. Halo effect
Most people are more likely to appraise (rate highly) someone they like.
Leniency / strictness tendency The manager gives ‘high’ ratings to all subordinates Or ‘low’ to all. If ‘average’ to all = ‘central tendency’
Prejudice / stereotyping Fatigue
Bias in the appraisal process
CASE STUDY: pg 157