Chapter 9 - Performance Appraisal (Dessler)
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Transcript of Chapter 9 - Performance Appraisal (Dessler)
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After studying this chapter, you should e ale to!
".#escrie the appraisal process.2.#evelop, evaluate, and administer at least four
performance appraisal tools.
$.%&plain and illustrate the prolems to avoid inappraising performance.
'.(ist and discuss the pros and cons of si&
appraisal methods.
).Perform an effective appraisal intervie*.
+.#iscuss the pros and cons of using different
raters to appraise a persons performance.
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Performance Appraisal
-%valuating an employees current andor past
performance relative to his or her performance
standards.
o/etting *or standards
o Assessing the employees actual performance
relative to those standards
oProviding feedac
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#efining the %mployees 1oals
and or /tandards
!!ign
$peci%ic
&oal!
'nco(rageParticipation
!!ign
)ea!(ra*le
&oal!
!!ign
Challenging*(t Doa*le
&oal!
&(ideline! %or '%%ective &oal
$etting
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An Introduction to Appraising
Performance-hy appraise performance3
o Appraisals play an integral role in the employers
performance management process.
o Appraisals help in planning for correcting
deficiencies and reinforce things done correctly.
o Appraisals, in identifying employee strengths and
*eanesses, are useful for career planning
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Performance Appraisal 4oles
-/upervisorso5sually do the actual appraising.
oMust e familiar *ith asic appraisal techni6ues.
oMust understand and avoid prolems that can
cripple appraisals.
oMust no* ho* to conduct appraisals fairly.
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Performance Appraisal 4oles 7contd
-H4 departmento/erves a policy9maing and advisory role.
oProvides advice and assistance regarding the
appraisal tool to use.
oPrepares forms and procedures and insists that all
departments use them.
o4esponsile for training supervisors to improve
their appraisal sills.
o4esponsile for monitoring the system to ensure
that appraisal formats and criteria comply *ith
relavents la*s and are up to date.
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/teps in Appraising Performance
-#efining the :ooMaing sure that you and your suordinate agree
on his or her duties and :o standards.
- Appraising performanceo;omparing your suordinates actual performance
to the standards that have een set< this usually
involves some type of rating form.
-Providing feedac
o#iscussing the suordinates performance and
progress, and maing plans for any development
re6uired.
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Performance Appraisal Methods
-1raphic rating scaleo A scale that lists a numer of traits and a range of
performance for each that is used to identify the
score that est descries an employees level of
performance for each trait.
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1raphic
4ating
/cale *ith/pace for
;omments
/ig(re 9"3
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Portion of an Administrative /ecretarys
/ample Performance Appraisal =orm
/ig(re 9"#
Source: >ames ?uford >r., ?ettye ?urhalter, and 1rover >acos, @(in >o #escription
to Performance Appraisals, Personnel Journal , >une "B88, pp. "$)C"$+.
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Alternation 4aning /cale
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Alternation 4aning /cale 7contd.
+verall 1aning 4 5 5 +6 73 #
Prod(ctivit (alit :o* ;no
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Performance Appraisal Methods 7contd
-Paired comparison method
o4aning employees y maing a chart of all possile
pairs of the employees for each trait and indicating
*hich is the etter employee of the pair.
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4aning %mployees y the
Paired ;omparison Method
/ig(re 9"-
Note: + means “better than.” = means “worse than.” For each chart, add up
the number of 1’s in each column to get the highest-raned emplo!ee.
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Performance Appraisal Methods 7contd
-=orced distriution methodo/imilar to grading on a curve< predetermined
percentages of ratees are placed in various
performance categories.
o%&le!
")D high performers
20D high9average performers
$0D average performers 20D lo*9average performers
")D lo* performers
#0 !t(dent! in)&T 30
+> ? #0
20> ? #0 8 @
30> ? #0 2 C
20> ? #0 8 D
+> ? #0 /
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Performance Appraisal Methods 7contd
-;ritical Incident Method
oEeeping record of uncommonly good or undesirale
e&les of an employees *or9related ehavior
and revie*ing it *ith the employee at predetermined
times.
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%&les of ;ritical Incidents for
an Assistant Plant Manager
Ta*le 9"
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/ig(re 9"8
Source: 4eprinted *ith permission of
the pulisher, H4ne&t.com< copyright
H4ne&t.com, 200$.
-Farrative
=orms
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Performance Appraisal Methods 7contd
-?ehaviorally Anchored 4ating /cale 7?A4/o An appraisal method that uses 6uantified scale
*ith specific narrative e&les of good and poor
performance.
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"ob: #all #entre $gent
Factors can be:
-Promptness of service - Includes receiving calls *ithin astipulated numer of rings
G Pics up phone in " ring.
+ Pics up phone in 2 rings.
) Pics up phone in $ rings.
' Pics up phone in ' rings.
$Pics up phone in ) rings.
2 Pics up phone most of the time.
" #oes not pic up phone.
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=actor 2 C
-;ustomer ;omplaint Management! he time spent on resolving
customer complaint
G 4esolves issue in under " minute.
+ 4esolves issue in under 2 minutes.
) 4esolves issue in under $ minutes.
' 4esolves issue in under ' minutes.
$ 4esolves issue in over ) minutes.
2 4esolve issue most of the time.
" #oes not resolve any customer complaint.
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=actor $ C
- Aility to sell ne* features! Is the person persuasive enough to
sell ne* features of the company to customers.
G Is ale to sell a ne* feature in every call.
+ Is ale to sell a ne* feature in every 2$ calls.
) Is ale to sell a ne* feature in every ') calls.
' Is ale to sell a ne* feature in every hour.
$ Is ale to sell some ne* features in a day.
2 Is ale to sell some ne* features in a *ee.
" Is not ale to sell any ne* features in a *ee.
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Management ?y :ectives 7M?
-Involves setting specific measurale goals *ith
each employee and then periodically revie*ing
the progress made.
"./et the organiJations goals. Ao. in term! o% !ervice B(alit
2./et departmental goals. ll dept!. 4con!(mer *aning, corporate*aning etc.6 to %oc(! on B(alit c(!tomer !ervice
$.#iscuss departmental goals.
'.#efine e&pected results 7set individual goals.ttend !ervice !eminar!, achieve 90> c(!tomer !ati!%action !core! etc.
).Performance revie*s.
+.Provide feedac.
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dvantage! and Di!advantage! o% pprai!al Tool!
ale BC$
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Appraising Performance!
Prolems and /olutions
nclear
$tandard!
enienc or
$trictne!!
Halo
'%%ect
Potential 1ating $cale
pprai!al Pro*lem!
Central
Tendenc@ia!
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Appraising Performance!
Prolems and /olutions 7contd
;no<
Pro*lem!
Control
(t!ide
In%l(ence!
!e the
1ight Tool
Ho< to void pprai!al
Pro*lem!
Train
$(pervi!or!
;eep
a Diar
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ho /hould #o the Appraising3
$el%E1ating
$(*ordinate!
30EDegree
/eed*ac
Potentialpprai!er!
Immediate
$(pervi!or
Peer!
1ating
Committee