review performance management and appraisal. comparing performance appraisal and performance...

Download Review Performance Management and Appraisal. Comparing Performance Appraisal and Performance Management Performance appraisal – Evaluating an employee’s

Post on 22-Dec-2015

224 views

Category:

Documents

6 download

Embed Size (px)

TRANSCRIPT

  • Slide 1
  • Review Performance Management and Appraisal
  • Slide 2
  • Comparing Performance Appraisal and Performance Management Performance appraisal Evaluating an employees current and/or past performance relative to his or her performance standards. Performance management The process employers use to make sure employees are working toward organizational goals. Employees individual goals point towards overall strategic direction
  • Slide 3
  • Purpose of Performance Management and Appraisal Strategic Purpose Administrative Purpose Developmental Purpose
  • Slide 4
  • Steps in Appraising Performance Defining the job Making sure that you and your subordinate agree on his or her duties and job standards. Heres where that job description comes in handy.. Appraising performance Comparing your subordinates actual performance to the standards that have been set; this usually involves some type of rating form. Providing feedback Discussing the subordinates performance and progress, and making plans for any development required.
  • Slide 5
  • Performance Measures Criteria Strategic Congruence; consistent with strategy, goals, and culture Validity; assesses the relevant aspects of job Reliability; measurement consistency Acceptability; fair measurement Specificity ; detail guidance
  • Slide 6
  • Who Should Do the Appraising? The immediate supervisor Peers Rating committees Employees supervisor and 2-3 other supervisors Self-ratings Subordinates Customer 360-Degree feedback
  • Slide 7
  • Approaches to Measuring Performance Comparative approach Attribute approach Behavioral approach Results approach Quality approach
  • Slide 8
  • Comparative Approach Forced Distribution Similar to grading on a curve; predetermined percentages of ratees are placed in various performance categories. Example: 15% high performers 20% high-average performers 30% average performers 20% low-average performers 15% low performers Ranking Ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked. Paired Comparison Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is the better employee of the pair.
  • Slide 9
  • Alternation Ranking Scale
  • Slide 10
  • Ranking Employees by the Paired Comparison Method Note: + means better than. means worse than. For each chart, add up the number of 1s in each column to get the highest-ranked employee.
  • Slide 11
  • Attribute Approach Graphic Rating Scale A scale that lists a number of traits and a range of performance for each that is used to identify the score that best describes an employees level of performance for each trait. Mixed-standard Scale
  • Slide 12
  • 2005 Prentice Hall Inc. All rights reserved. 912 Graphic Rating Scale with Space for Comments Figure 93
  • Slide 13
  • Portion of an Administrative Secretarys Sample Performance Appraisal Form
  • Slide 14
  • Performance Management Outline
  • Slide 15
  • Performance Management Outline (contd)
  • Slide 16
  • Slide 17
  • Behavioral Approach Critical Incident Behaviorally Anchored Rating Scale An appraisal method that uses quantified scale with specific narrative examples of good and poor performance. Behavioral Observation Scales Assessment Center
  • Slide 18
  • Example of a Behaviorally Anchored Rating Scale for the Dimension Salesmanship Skill
  • Slide 19
  • Result Approach Management by Objectives Involves setting specific measurable goals with each employee and then periodically reviewing the progress made. 1.Set the organizations goals. 2.Set departmental goals. 3.Discuss departmental goals. 4.Define expected results (set individual goals). 5.Performance reviews. 6.Provide feedback. Biggest problem with MBOs is when they are vague or unclear
  • Slide 20
  • Advantages and Disadvantages of Appraisal Tools
  • Slide 21
  • Potential Rating Scale Appraisal Problems Unclear standards An appraisal that is too open to interpretation. Halo effect Occurs when a supervisors rating of a subordinate on one trait biases the rating of that person on other traits. Central tendency A tendency to rate all employees the same way, such as rating them all average.
  • Slide 22
  • A Graphic Rating Scale with Unclear Standards Note: For example, what exactly is meant by good, quantity of work, and so forth?
  • Slide 23
  • Potential Rating Scale Appraisal Problems (contd) Strictness/leniency The problem that occurs when a supervisor has a tendency to rate all subordinates either high or low. Bias The tendency to allow individual differences such as age, race, and sex to affect the appraisal ratings employees receive.
  • Slide 24
  • How to Avoid Appraisal Problems Learn and understand the potential problems, and the solutions for each. Use the right appraisal tool. Each tool has its own pros and cons. Train supervisors to reduce rating errors such as halo, leniency, and central tendency. Have raters compile positive and negative critical incidents as they occur. PAY ATTENTION