Leadership & Management Discussion for Lesson 21: COUNSELING.

Leadership & ManagementLeadership & Management

Discussion for Lesson 21:Discussion for Lesson 21:

COUNSELINGCOUNSELING

Lesson 21Lesson 21Reading ObjectivesReading Objectives

1.1. The student will comprehend the goals of performance The student will comprehend the goals of performance appraisal.appraisal.

2.2. The student will comprehend problems in performance The student will comprehend problems in performance appraisal. appraisal.

3.3. The student will comprehend potential solutions to The student will comprehend potential solutions to appraisal problems.appraisal problems.

4.4. The student will comprehend and demonstrate the four The student will comprehend and demonstrate the four methods of the appraisal interview. methods of the appraisal interview.

Lesson 21Lesson 21Discussion ObjectivesDiscussion Objectives

1.1. The student will comprehend the goals of The student will comprehend the goals of performance appraisal.performance appraisal.

2.2. The student will comprehend and The student will comprehend and demonstrate the four methods of the demonstrate the four methods of the appraisal interview.appraisal interview.

Performance AppraisalPerformance Appraisal

Performance Evaluating SystemPerformance Evaluating System Aids the subordinate in setting new goalsAids the subordinate in setting new goals Helps the organization achieve successHelps the organization achieve success

Performance Appraisal is a system of procedures Performance Appraisal is a system of procedures designed by the organization for use by managers and designed by the organization for use by managers and subordinatessubordinates An interpersonal process in which manager and An interpersonal process in which manager and

subordinate communicate and attempt to influence subordinate communicate and attempt to influence each othereach other

Goals of Performance AppraisalGoals of Performance Appraisal

The Organizational Goals:The Organizational Goals: Performance evaluation is an important Performance evaluation is an important

element in the information and control system element in the information and control system of most complex organizations.of most complex organizations.

Primary goal of the organization is to Primary goal of the organization is to influence the behavior and work ethic of the influence the behavior and work ethic of the work force through performance evaluation.work force through performance evaluation.

Goals of Performance Appraisal Goals of Performance Appraisal (Cont.)(Cont.)

The Organizational Goals:The Organizational Goals: Provides information about the performance of Provides information about the performance of

organizational members for use in decisions about organizational members for use in decisions about placement, promotion & pay.placement, promotion & pay.

From the organizational viewpoint, performance From the organizational viewpoint, performance appraisal serves two sets of goals:appraisal serves two sets of goals:• Evaluation GoalsEvaluation Goals• Coaching and Development GoalsCoaching and Development Goals• FeedbackFeedback• MotivationMotivation


Evaluation Goals:Evaluation Goals: Provides feedback to subordinates so they know Provides feedback to subordinates so they know

where they stand.where they stand. Develops valid data for pay (salary and bonus) and Develops valid data for pay (salary and bonus) and

promotion decisions and to provide a means of promotion decisions and to provide a means of communicating these decisions.communicating these decisions.

Helps the company in making discharge and retention Helps the company in making discharge and retention decisions and provides warning to subordinates about decisions and provides warning to subordinates about unsatisfactory performance.unsatisfactory performance.


Coaching and Development Goals:Coaching and Development Goals: To counsel and coach subordinates so they will To counsel and coach subordinates so they will

improve performance and develop future potential.improve performance and develop future potential. Develop commitment to the larger organization Develop commitment to the larger organization

through discussion of career opportunities and career through discussion of career opportunities and career planning.planning.

Motivate subordinates through recognition and Motivate subordinates through recognition and respect.respect.

Strengthen supervisor-subordinate relations.Strengthen supervisor-subordinate relations. Diagnose individual and organizational problems.Diagnose individual and organizational problems.


The Individual’s Goals:The Individual’s Goals: Performance evaluations provide the Performance evaluations provide the

individual with an opportunity to see how well individual with an opportunity to see how well he or she is doing.he or she is doing.

Regardless of their performance to-date, Regardless of their performance to-date, individuals going through a performance individuals going through a performance evaluation should always set new goals. evaluation should always set new goals.


Conflicting Individual and Organizational Conflicting Individual and Organizational Goals:Goals: If individual goals conflict with organizational If individual goals conflict with organizational

goals, the organization must attempt to find goals, the organization must attempt to find ways to satisfy both without neglecting either ways to satisfy both without neglecting either one.one.

Feedback from both the organization and Feedback from both the organization and the individual is a must.the individual is a must.

Problems in Performance AppraisalProblems in Performance Appraisal

Ambivalence and Avoidance; leaders Ambivalence and Avoidance; leaders should not shy away from Performance should not shy away from Performance Appraisal process:Appraisal process:

• Fearful that honest feedback will cause animosity Fearful that honest feedback will cause animosity within the organization, some leaders neglect their within the organization, some leaders neglect their performance appraisal responsibilities.performance appraisal responsibilities.

• This is detrimental to the organization - the This is detrimental to the organization - the individual cannot improve if he or she does not individual cannot improve if he or she does not know what is wrong.know what is wrong.

Problems in Performance Appraisal Problems in Performance Appraisal (Cont.)(Cont.)

Feedback and Defensiveness; to prevent Feedback and Defensiveness; to prevent defensiveness, the organization must not defensiveness, the organization must not focus solely on an individual’s problems or focus solely on an individual’s problems or shortcomings:shortcomings:

• The organization must judge the individual’s The organization must judge the individual’s performance and help to improve it.performance and help to improve it.

• It is difficult for the evaluator to develop open two-It is difficult for the evaluator to develop open two-ended exchange, if he or she focuses solely on ended exchange, if he or she focuses solely on negative attributes.negative attributes.

Problems in Performance Appraisal Problems in Performance Appraisal (Cont.)(Cont.)

Avoidance and Defensiveness Combined:Avoidance and Defensiveness Combined: If an evaluator focuses solely on an If an evaluator focuses solely on an

individual’s problems and avoids any detail, individual’s problems and avoids any detail, the performance appraisal accomplishes the performance appraisal accomplishes nothing worthwhile.nothing worthwhile.

It only increases the individual’s It only increases the individual’s defensiveness.defensiveness.

Potential Solutions to Appraisal Potential Solutions to Appraisal ProblemsProblems

The central dilemma in the appraisal The central dilemma in the appraisal process is how to have an open process is how to have an open discussion of performance that meets the discussion of performance that meets the need for feedback without damaging the need for feedback without damaging the individual’s self-esteem…individual’s self-esteem…

Potential Solutions to Appraisal Potential Solutions to Appraisal Problems (Cont.)Problems (Cont.)

The Appraisal System:The Appraisal System: Uncoupling evaluation and developmentUncoupling evaluation and development

• Less defensiveness and more open dialogue helps Less defensiveness and more open dialogue helps the manager to separate his role as helper and the manager to separate his role as helper and judge.judge.

Choosing appropriate performance dataChoosing appropriate performance data• Rather than focusing on broad problem areas, Rather than focusing on broad problem areas,

such as motivation, the manager should focus on such as motivation, the manager should focus on specific examples, for they are more likely to be specific examples, for they are more likely to be heard.heard.


Eliminating the performance appraisal systemEliminating the performance appraisal system• By eliminating the formal appraisal system and By eliminating the formal appraisal system and

only requiring performance appraisals during only requiring performance appraisals during special situations, organizations could reduce the special situations, organizations could reduce the problems of defensiveness.problems of defensiveness.

Upward appraisalUpward appraisal• In order to reduce defensiveness among In order to reduce defensiveness among

subordinates, supervisors giving performance subordinates, supervisors giving performance appraisals should also allow the subordinates to appraisals should also allow the subordinates to appraise them on their performance.appraise them on their performance.


Supervisor-Subordinate RelationsSupervisor-Subordinate Relations The day-to-day boss-subordinate relationship The day-to-day boss-subordinate relationship

has an important impact on the appraisal has an important impact on the appraisal process.process.• If the boss-subordinate relationship is strong, the If the boss-subordinate relationship is strong, the

appraisal process will be more effective.appraisal process will be more effective.

The Appraisal InterviewThe Appraisal Interview

The Tell-and-Sell InterviewThe Tell-and-Sell Interview• Communicates to employees their performance as Communicates to employees their performance as

accurately and directly as possible with little return accurately and directly as possible with little return feedback but can lead to defensiveness.feedback but can lead to defensiveness.

The Tell-and-Listen InterviewThe Tell-and-Listen Interview• Communicates to employees their strengths and Communicates to employees their strengths and

weaknesses but also allows for return feedbackweaknesses but also allows for return feedback This creates an environment that is less defensive and This creates an environment that is less defensive and

stressful to the employee.stressful to the employee.

The Appraisal Interview (Cont.)The Appraisal Interview (Cont.)

The Problem-Solving InterviewThe Problem-Solving Interview Playing the role of helper more so than judge, the Playing the role of helper more so than judge, the

manager creates an environment through which the manager creates an environment through which the employee can discover his or her own developmental employee can discover his or her own developmental needs.needs.

The Mixed-Model InterviewThe Mixed-Model Interview Allows for the problem solving interview in the Allows for the problem solving interview in the

beginning, where the subordinate leads off, and beginning, where the subordinate leads off, and finishes with the tell-and-sell or tell-and-listen finishes with the tell-and-sell or tell-and-listen approaches if the subordinate has missed some approaches if the subordinate has missed some important areas of his or her performance.important areas of his or her performance.

Considerations…Considerations…

- Scheduling- Scheduling- Agreeing on content- Agreeing on content- Agreeing on process- Agreeing on process- Location and space- Location and space- Opening the interview- Opening the interview- Starting the discussion- Starting the discussion- Exchanging feedback- Exchanging feedback- The manager’s views- The manager’s views- Developing a plan for improvement- Developing a plan for improvement- Closing the discussion- Closing the discussion

Guidelines for Assessing the Guidelines for Assessing the Effectiveness of an InterviewEffectiveness of an Interview

At the beginning:At the beginning: Did the supervisor create an open and Did the supervisor create an open and

accepting climate?accepting climate? Was there agreement on the purpose and Was there agreement on the purpose and

process for the interview?process for the interview? Were both parties equally well prepared?Were both parties equally well prepared?

Guidelines for Assessing the Guidelines for Assessing the Effectiveness of an Interview (Cont.) Effectiveness of an Interview (Cont.)

During the interview:During the interview: To what extent did the supervisor really try to understand the To what extent did the supervisor really try to understand the

employee?employee? Were broad and general questions used at the outset?Were broad and general questions used at the outset? Was the supervisor’s feedback clear and specific?Was the supervisor’s feedback clear and specific? Did the supervisor learn some new things—particularly about Did the supervisor learn some new things—particularly about

deep feelings and values of the subordinate?deep feelings and values of the subordinate? Did the subordinate disagree and confront the supervisor?Did the subordinate disagree and confront the supervisor? Did the interview end with mutual agreement and understanding Did the interview end with mutual agreement and understanding

about problems and goals for improvement?about problems and goals for improvement?

Appraisal OutcomeAppraisal Outcome

Did the appraisal session motivate the subordinate?Did the appraisal session motivate the subordinate? Did the appraisal build a better relationship?Did the appraisal build a better relationship? Did the subordinate come out with a clear idea of where he or she Did the subordinate come out with a clear idea of where he or she

stands?stands? Did the supervisor arrive at a fairer assessment of the subordinate?Did the supervisor arrive at a fairer assessment of the subordinate? Did he or she learn something new about the subordinate?Did he or she learn something new about the subordinate? Did the subordinate learn something new about the supervisor and Did the subordinate learn something new about the supervisor and

the pressures be or she faces?the pressures be or she faces? Does the subordinate have a clear idea of what actions to take to Does the subordinate have a clear idea of what actions to take to

improve performance?improve performance?

Next ClassNext Class

Motivation and Performance: Need TheoryMotivation and Performance: Need Theory Read: Leadership & Management, Read: Leadership & Management,

Chapter 22Chapter 22

SummarySummary

Performance appraisal serves two sets of goals: Performance appraisal serves two sets of goals: Evaluation Goals and Coaching and Development Goals.Evaluation Goals and Coaching and Development Goals.

Individuals gain from the process by learning how well Individuals gain from the process by learning how well they are doing and in setting new goals.they are doing and in setting new goals.

Four methods may be used in conducting the appraisal Four methods may be used in conducting the appraisal interview:interview: The Tell-and-Sell InterviewThe Tell-and-Sell Interview The Tell-and-Listen InterviewThe Tell-and-Listen Interview The Problem-Solving InterviewThe Problem-Solving Interview The Mixed-Model InterviewThe Mixed-Model Interview

Questions?Questions?

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Leadership & Management Discussion for Lesson 21: COUNSELING.

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Transcript of Leadership & Management Discussion for Lesson 21: COUNSELING.