© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
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Human Resource Human Resource ManagementManagement
ELEVENTH EDITIONELEVENTH EDITION
G A R Y D E S S L E RG A R Y D E S S L E R
Performance Management and AppraisalPerformance Management and Appraisal
Chapter Chapter 99
Part 3 | Training and DevelopmentPart 3 | Training and Development
© 2008 Prentice Hall, Inc. All rights reserved. 9–2
After studying this chapter, you should be able to:After studying this chapter, you should be able to:
1.1. Evaluate and improve the appraisal form in Figure 9–1.Evaluate and improve the appraisal form in Figure 9–1.
2.2. Describe the appraisal process.Describe the appraisal process.
3.3. Develop, evaluate, and administer at least four Develop, evaluate, and administer at least four performance appraisal tools.performance appraisal tools.
4.4. Explain and illustrate the problems to avoid in Explain and illustrate the problems to avoid in appraising performance.appraising performance.
5.5. List and discuss the pros and cons of six appraisal List and discuss the pros and cons of six appraisal methods.methods.
6.6. Perform an effective appraisal interview.Perform an effective appraisal interview.
7.7. Discuss the pros and cons of using different raters to Discuss the pros and cons of using different raters to appraise a person’s performance.appraise a person’s performance.
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Basic Concepts in PerformanceBasic Concepts in PerformanceManagement and AppraisalManagement and Appraisal
Performance Appraisal:Setting work standards, assessing
performance, and providing feedback to employees to motivate,
correct, and continue their performance.
Performance Management:An integrated approach to
ensuring that an employee’s performance supports and
contributes to the organization’s strategic aims.
ComparingPerformance Appraisal
and Performance Management
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Why Performance Management?Why Performance Management?
Total Quality
Appraisal Issues
Strategic Focus
The Performance Management
Approach
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Defining the Employee’s Goals Defining the Employee’s Goals and Work Standardsand Work Standards
Assign Specific Goals
Encourage Participation
Assign Measurable
Goals
Assign Challenging but Doable
Goals
Guidelines for Effective Goal Setting
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Using MBOUsing MBO
Problems with MBO
Setting unclear objectives
Conflict with subordinates over
objectives
Time-consuming appraisal process
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Appraising Performance: Appraising Performance: Problems and SolutionsProblems and Solutions
Unclear Standards
Leniency or Strictness
Halo Effect
Potential Rating Scale Appraisal
Problems
Central Tendency
Bias
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Appraising Performance: Appraising Performance: Problems and Solutions (cont’d)Problems and Solutions (cont’d)
Know Problems
Control Outside
Influences
Use the Right Tool
How to Avoid Appraisal Problems
Train Supervisors
Keep a Diary
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Who Should Do the Appraising?Who Should Do the Appraising?
Self-Rating
Subordinates
360-Degree Feedback
Potential Appraisers
Immediate Supervisor
Peers
Rating Committee
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The Appraisal InterviewThe Appraisal Interview
Satisfactory—Promotable
Satisfactory—Not Promotable
Unsatisfactory—Correctable
Unsatisfactory—Uncorrectable
Types of Appraisal Interviews
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The Appraisal Interview (cont’d)The Appraisal Interview (cont’d)
Talk in terms of objective work data.
Don’t tiptoe around.
Don’t get personal.
Encourage the person to
talk.
Guidelines for Conducting an Interview
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K E Y T E R M SK E Y T E R M S
performance appraisalperformance appraisal
performance managementperformance management
graphic rating scalegraphic rating scale
alternation ranking methodalternation ranking method
paired comparison methodpaired comparison method
forced distribution methodforced distribution method
critical incident methodcritical incident method
behaviorally anchored rating behaviorally anchored rating scale (BARS)scale (BARS)
management by objectives (MBO)management by objectives (MBO)
electronic performance monitoring electronic performance monitoring (EPM)(EPM)
unclear standardsunclear standards
halo effecthalo effect
central tendencycentral tendency
strictness/leniencystrictness/leniency
biasbias
appraisal interviewappraisal interview