Chap 6 Appraising and Managing Performance 4311
-
Upload
raid-ajlouni -
Category
Documents
-
view
231 -
download
0
Transcript of Chap 6 Appraising and Managing Performance 4311
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
1/24
2003 Prentice Hall, Inc.9-1
Instructor presentation questions: [email protected]
Human Resource ManagementChapter 6: Performance Appraisal
and Management
Ass. Prof. Ipek Kalemci TUZUN
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
2/24
2003 Prentice Hall, Inc.9-2
B asic Concepts in Performance
Management and Appraisal
Performance Appraisal:Setting work standards, assessing
performance, and providingfeedback to employees to
motivate, correct, and continuetheir performance.
Performance Management:An integrated approach to
ensuring that an employeesperformance supports and
contributes to the organizationsstrategic aims.
ComparingPerformance Appraisal
and
Performance Management
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
3/24
2003 Prentice Hall, Inc.9-3
T he Appraisal Process
Performance Appraisal is the periodicevalutaion of an employees job performance.The evaluation of an employees current andpast performance relative to performancestandardsEmployees are judged in threee ways;
What they achieve (results and outcomes)What they do (behavior and actions)What they are (knowledge, skills and abilities)
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
4/24
2003 Prentice Hall, Inc.9-4
Performance Appraisal Standarts
Performance Apprasisals standarts can bequantitaive or qualitative
An appraisal involves:
Setting work standards- Specific- Measurable- Agreed
- Realistic- Timely
Assessing actual performance vs. these standardsProviding feedback to the employee
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
5/24
2003 Prentice Hall, Inc.9-5
W hy Appraise Performance?
Appraisals provide information for promotionand salary decisions
Provides opportunity to review an employeeswork related behavior ,increase morale,improve communicationIs part of the career-planning process
Appraisals help manage and improve your firms performanceDetermine training needs
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
6/24
2003 Prentice Hall, Inc.9-6
T he Supervisors
RoleMust be familiar with basic appraisaltechniquesBe candid but fair when delivering bad newsHR will often outline guidelines but leaveimplementation to supervisors
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
7/24
2003 Prentice Hall, Inc.9-7
Step in Appraising Performance
Defining job Appraising PerformanceProvide feedback
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
8/24
2003 Prentice Hall, Inc.9-8
How to clarify
ExpectationsJ ob descriptions are usually written for agroup of jobs leaving many aspects of a jobwithout specific goalsQuantify expectations with explicit goals for each expectationEmployee should know basis of appraisal
ahead of time
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
9/24
2003 Prentice Hall, Inc.9-9
Appraisal Methods
G raphic rating scale Alternation rankingForced distributionNarrative FormsCritical IncidentPaired comparison
BARS( Behaviorally Anchored RatingScalesMBO (Management by Objectives)
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
10/24
2003 Prentice Hall, Inc.9-10
G raphic Rating Scale
L ists traits like quality and reliabilityVersus a range of performance values (fromunsatisfactory to outstanding)
O ut standingUnsatisfactory
Each subordinate is rated for
each qualityRatings total ranks appraisal
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
11/24
2003 Prentice Hall, Inc.9-11
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
12/24
2003 Prentice Hall, Inc.9-12
Alternation Ranking Method
- Ranking employees from best to worston a trait or traits.
Paired Comparison Method
Ranking employees by makin chart of all
possible pairs of the employees for each traitand indicating which is the better employee of the pair.
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
13/24
2003 Prentice Hall, Inc.9-13
FIGURE 9 6 Scale for A lte rn ate R a nking of Appr a isee s
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
14/24
2003 Prentice Hall, Inc.9-14
FIGURE 9 7 R a nking Emp loy ee s by the P a ir ed Comp a risonM eth od
Note: + means better than. means worse than. For each chart, addup the number of + s in each column to get the highest-ranked employee.
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
15/24
2003 Prentice Hall, Inc.9-15
F orced DistributionPredetermined percenatges of rates are placed in various
performance categories
N arrative FormsFinal appraisals are frequently in a writtennarrative formSupervisor rates employees:
Performance factor or skillG ive examples & an improvement planExplains good & bad performance areas
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
16/24
2003 Prentice Hall, Inc.9-16
Critical Incident
Keeping a record of positive and negativeexamples of subordinates work relatedbehaviour
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
17/24
2003 Prentice Hall, Inc.9-17
B ehaviorally AnchoredRating Scales
BARS combine best features of narrative,critical incidents, and quantified scales in fivesteps
G enerate critical incidentsDevelop performance dimensionsReallocate incidentsScale the incidentsDevelop a final instrument
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
18/24
2003 Prentice Hall, Inc.9-18
B ARS for G rocery
ClerksResearchers developed a BARS for groceryclerks by collecting critical incidents in 8areas (rating scale given below):
Knowledge and judgment
Conscientiousness
Skill in human relations
Skill in operation of register
Skill in bagging
Ability of checkout work
Skill in monetary transactions
Observational ability
Extremely Poor Poor Average G ood Extremely G ood1 9
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
19/24
2003 Prentice Hall, Inc.9-19
Advantages of B ARS
A more accurate gaugeof performanceClearer standards
critical incidents alongthe scale make it clear Feedback its easier toexplain ratings toappraisees
Independentdimensions clusteringcritical incidents makedimensions moreindependentConsistency differentraters appraisals of same individual aresimilar
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
20/24
2003 Prentice Hall, Inc.9-20
Management by
ObjectivesMBO refers to a organizational 6 step goalsetting and appraisal program
Set theorganizations
goals
Set thedepartmental
goals
Discussdevelopmental
goals
Defineexpected
results
Performancereviews
Providefeedback
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
21/24
2003 Prentice Hall, Inc.9-21
Appraisal Rating
ProblemsUnclear standards use of words like goodor fair on appraisalsHalo effect one traitaffects all ratingspositively
Central tendency everyones in the
middleLeniency or strictness no middle
Bias characteristics
affect rating
Horns Effect; one traitaffects all ratingsnegatively
Recency Error: Ratingonly recentperformance
First Impression
Fixed Impression
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
22/24
2003 Prentice Hall, Inc.9-22
How to Avoid Appraisal Problems
Learn and understand the problemsUse the right appraisal toolTrain supervisorsConduct consistent policy, procedures andperformance standardsReduce outside factors: time constraints,
union pressures & turnover Keep a diary of critical incidents
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
23/24
2003 Prentice Hall, Inc.9-23
G uidelines for Effective Appraisals
Conduct a job analysisto determinesuccessfulperformanceUse these criteria in arating instrumentUse exact performancemetricsTell employees andevaluators thesemetrics
Train supervisors Allow appraisersdaily contactRate on each of
jobs dimensions Usemultiple appraisersDocument everythingProvide consistent helpto poor performers
-
8/8/2019 Chap 6 Appraising and Managing Performance 4311
24/24
2003 Prentice Hall, Inc.9-24
Most Commonly Used Appraisal
Methods
32%
24%
34%
0% 0%
Gra ic ratina
t er e a i ral
S ciet f r Human Re urce ana ement re rt ab ut89% f ur e ed mana er u e erf rmance a rai alf r all t eir em l ee