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Performance Management and Appraisal: R L M J H J

HRM

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Omer Khayyam
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75 views

Performance Management and Appraisal: R L M J H J

HRM

Uploaded by

Omer Khayyam
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 19

ROBERT L. MATHIS JOHN H.

JACKSON

Chapter 11

Performance Management and Appraisal

SECTION 3
Training and Developing Human Resources

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.

PowerPoint Presentation by Charlie Cook The University of West Alabama

Identifying and Measuring Employee Performance


Performance
What an employee does and does not do.
Quantity of output Quality of output Timeliness of output Presence at work Cooperativeness

Job Criteria
Important elements in a given job

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.

112

Types of Performance Information

Figure 113 Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 113

Performance Standards
Performance Standards
Expected levels of performance

Benchmarks, goals, and targets

Characteristics of well-defined standards


Realistic Measurable Clearly understood

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.

114

Uses of Performance Appraisal


Performance Appraisal (PA)
The process of evaluating how well employees perform their jobs when compared to a set of standards, and then communicating the information to employees. Informal Appraisal

Day-to-day contacts, largely undocumented

Systematic Appraisal

Formal contact at regular time intervals, usually documented

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.

115

Conflicting Uses for Performance Appraisal

Figure 114 Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 116

Uses of Performance Appraisal (contd)


Criticisms of Performance Appraisal
Focus is too much on the individual and does little to develop employees. Employees and supervisors believe the appraisal process is seriously flawed. Appraisals are inconsistent, short-term oriented, subjective, and useful only at the extremes of performance.

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.

117

Who Conducts Appraisals


Supervisors who rate their subordinates Employees who rate their supervisors Team members who rate each other Employees self-appraisal Outside sources rating employees Multisource (360 feedback) appraisal

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.

118

Employee Rating of Managers


Advantages
Helps in identifying competent managers Serves to make managers more responsive to employees Can contribute to the career development of managers

Disadvantages
Negative reactions by managers to employee ratings Subordinates fear of reprisals may inhibit them from giving realistic (negative) ratings Ratings are useful only for self-improvement purposes

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.

119

Team/Peer Rating
Advantages
Helps improve the performance of lower-rated individuals Peers have opportunity to observe other peers. Peer appraisals focus on individual contributions to teamwork and team performance.

Disadvantages
Can negatively affect working relationships. Can create difficulties for managers in determining individual performance. Organizational use of individual performance appraisals can hinder the development of teamwork

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.

1110

Multisource Appraisal

Figure 117 Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 1111

Category Scaling Methods


Graphic Rating Scale
A scale that allows the rater to indicate an employees performance on a continuum of job behaviors. Aspects of performance measured:
Descriptive categories, job duties, and behavioral dimensions Behavioral rating scales (e.g., BARS)

Drawbacks
Restrictions on the range of possible rater responses Differences in the interpretations of the meanings of scale items and scale ranges by raters Poorly designed scales that encourage rater errors Rating form deficiencies limit effectiveness of the appraisal

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 1112

Terms Defining Standards at One Company

Figure 119 Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 1113

Forced Distribution on a Bell-Shaped Curve

Figure 1111 Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 1114

Management by Objectives (MBO)


Management by Objectives
Specifying the performance goals that an individual and his or her manager agree the employee will to try to attain within an appropriate length of time.

Key MBO Ideas


Employee involvement creates higher levels of commitment and performance. Encourages employees to work effectively toward achieving desired results. Performance measures should be measurable and should define results.

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.

1115

Training of Managers and Employees


Appraisal Training Topics:
Appraisal process and timing Performance criteria and job standards that should be considered How to communicate positive and negative feedback When and how to discuss training and development goals Conducting and discussing the compensation review How to avoid common rating errors

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.

1116

Common Rater Errors

Figure 1112 Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 1117

Appraisal Interview Hints

Figure 1113 Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 1118

Training of Managers and Employees (contd)


Effective Performance Management Systems (PMS) are:
Consistent with the strategic mission of the organization Beneficial as development tool Useful as an administrative tool Legal and job-related Viewed as generally fair by employees Effective in documenting employee performance

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.

1119

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