Post on 01-Jan-2016
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Performance Appraisal I
An HRM perspective
Goals
Developing a Performance Appraisal system.
Present diversity of processes.Putting together a viable process
that achieves strategic goals and/or fit
Expose to Diversity of forms.Then put it together at the end and compare different ways to do develop a PA system
Importance of PA
Related to CompensationRetentionTrainingUnions are an important constraintBuilding organizational competencies and
SHRMLegal issueCareer development (not in book but more
than training).
Purposes of Performance Appraisal
Motivation and productivityStrategic planning and changeLegal issues
Motivation
Pay for performance (Extrinsic)The power of feedback (Desire to do
a better job—intrinsic).Forshadow: Supervisors—do you
give straight and honest feedback or tend to gloss over minor problems or even significant problems.
Strategic issues.
First, any change effort needs performance monitoring.
Second detecting problems (organizational not individual).
Third, linking PA to organizational competencies.
Legal issues
If PA is used for compensation, termination, or promotion and done poorly (low validity and reliability) then open to discrimination.
See text p 460.
Developing a system
Need to consider purposes of PANeed to consider type of fit and
cultureNeed to consider what type of
performance is most critical in an organization. Different approaches.
Deciding what to measure
Traits/valuesBehaviorsObjective criteria.Types of fit.
How does one measure each of these?
Take a job. Meet in teams. Discuss.
Important Issues
What are the best indicators of job performance.
What behaviors are critical for organizational effectiveness, group performance, individual performance.
Tradeoffs in generalTypes of fit.
Cont.
Who is best able to evaluate job performance
Self, supervisor, electronic, peers subordinates, customers.
What is done on your job past jobWhat do you like?What do you not like?
How do you know what to use
Legal issuesStrategic and type of fit.Relevance of measurement
Benchmark
Making PAs more effective (and legally defensible.
Side track
Biases in PA.Largely Halo/horns effectLots of bias towards leniencyLots of bias towards recency.Prejudices (more than sex/race etc).
Normal supervisor PA
Saturated with biases and better not done that just the typical check list done by supervisor.
Not reliableNot valid
Efforts to increase effectiveness
All in the forms and in assessor training.
Problems with Leniency
Forced distributionComparative rankings.Not the best for all situations. But
how you address it.
Problems with accuracy
So not get supervisor directly involved.
One approach
Objective indicators of performance.These are not perfect either.
Mortgage Loans. Total loan in collectable stage. What could be some problems.
Second approach
Customer evaluations of treatment. Each customer given a chance to complete. Based on total of all.
Mostly suited for service industry and direct customer contact.
Generally good when appropriate.When could this be a problem?
Behavior approaches
Take job analysis. Take performance dimensions. Assess based on those performance dimensions.
While valid not necessarily reliable.
Behavior Check list
List desirable behaviors. Dichotomous. Usually done. Problems if scale. Open to bias.
Similar take same behavior. Order them in terms of doing a quality job.
Put into a scale. Hard to do. Takes a Team
BARS
Advantages and disadvantages of each
Type of fit, strategy, purpose of appraisal are all relevant to determine which to use.
Valid and Reliable PA
Outcomes better than processes
multiple raters better than single rater
Supervisory training
Content validity
PA systems based on systematic analysis of strategic competencies. PJ fit, PG, PO fit.
Show PA document during orientation
In teams
Hudson’s we have had a lot of information about the company and the type of work.
Customer driven company, values diversity.
Image of what it takes to do the job.Some teaming but not that much.
Team to work on PJ fit--outcome based
PJ fit behavior based-2P-O fit Trait/values Make
assumptionsP-G fit behavior
Report Back
OverheadDescribe aspects wish to assess and
why.Write an abbreviated PA document
assessing at least 3 aspects of performance.
Summary
Largely looked PA system--what’s important.
Strategic implicationsConsequently HR needs to have
input into the development forms to reinforce the culture of the organization
HR perspective on PA.
Read the article on 360 degree PA
Have a lot of information.Would 360 degree feedback be good in
your organization/last employerWhy or why not.If yes, what would be necessary to put it
into place.Next class Supervisor perspective.
Training.http://edis.ifas.ufl.edu/scripts/htmlgen.exe
?DOCUMENT_HE749 copy it as role model. Bring it to class.