Performance Appraisal I
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Transcript of Performance Appraisal I
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Performance Appraisal I
An HRM perspective
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Goals
Developing a Performance Appraisal system.
Present diversity of processes.Putting together a viable process
that achieves strategic goals and/or fit
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Expose to Diversity of forms.Then put it together at the end and compare different ways to do develop a PA system
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Importance of PA
Related to CompensationRetentionTrainingUnions are an important constraintBuilding organizational competencies and
SHRMLegal issueCareer development (not in book but more
than training).
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Purposes of Performance Appraisal
Motivation and productivityStrategic planning and changeLegal issues
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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.
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Strategic issues.
First, any change effort needs performance monitoring.
Second detecting problems (organizational not individual).
Third, linking PA to organizational competencies.
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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.
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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.
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Deciding what to measure
Traits/valuesBehaviorsObjective criteria.Types of fit.
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How does one measure each of these?
Take a job. Meet in teams. Discuss.
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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.
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Cont.
Who is best able to evaluate job performance
Self, supervisor, electronic, peers subordinates, customers.
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What is done on your job past jobWhat do you like?What do you not like?
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How do you know what to use
Legal issuesStrategic and type of fit.Relevance of measurement
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Benchmark
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Making PAs more effective (and legally defensible.
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Side track
Biases in PA.Largely Halo/horns effectLots of bias towards leniencyLots of bias towards recency.Prejudices (more than sex/race etc).
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Normal supervisor PA
Saturated with biases and better not done that just the typical check list done by supervisor.
Not reliableNot valid
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Efforts to increase effectiveness
All in the forms and in assessor training.
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Problems with Leniency
Forced distributionComparative rankings.Not the best for all situations. But
how you address it.
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Problems with accuracy
So not get supervisor directly involved.
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One approach
Objective indicators of performance.These are not perfect either.
Mortgage Loans. Total loan in collectable stage. What could be some problems.
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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?
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Behavior approaches
Take job analysis. Take performance dimensions. Assess based on those performance dimensions.
While valid not necessarily reliable.
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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
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Advantages and disadvantages of each
Type of fit, strategy, purpose of appraisal are all relevant to determine which to use.
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Valid and Reliable PA
Outcomes better than processes
multiple raters better than single rater
Supervisory training
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Content validity
PA systems based on systematic analysis of strategic competencies. PJ fit, PG, PO fit.
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Show PA document during orientation
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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.
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Team to work on PJ fit--outcome based
PJ fit behavior based-2P-O fit Trait/values Make
assumptionsP-G fit behavior
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Report Back
OverheadDescribe aspects wish to assess and
why.Write an abbreviated PA document
assessing at least 3 aspects of performance.
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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.
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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.