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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/7/31/2019 1. PerformanceAppraisals - GAR
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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/7/31/2019 1. PerformanceAppraisals - GAR
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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/7/31/2019 1. PerformanceAppraisals - GAR
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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/7/31/2019 1. PerformanceAppraisals - GAR
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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/7/31/2019 1. PerformanceAppraisals - GAR
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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/7/31/2019 1. PerformanceAppraisals - GAR
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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/7/31/2019 1. PerformanceAppraisals - GAR
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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/7/31/2019 1. PerformanceAppraisals - GAR
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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/7/31/2019 1. PerformanceAppraisals - GAR
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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/7/31/2019 1. PerformanceAppraisals - GAR
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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/7/31/2019 1. PerformanceAppraisals - GAR
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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.pdf7/31/2019 1. PerformanceAppraisals - GAR
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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.doc7/31/2019 1. PerformanceAppraisals - GAR
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http://www.performanceappraisal.com/