May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.10–2 Chapter Objectives • Identify the components of performance management sys
Trang 1PowerPoint Presentation by Charlie Cook
The University of West Alabama
SECTION 3 Training and Development
© 2011 Cengage Learning All rights reserved May not be
scanned, copied or duplicated, or posted to a publicly
accessible Web site, in whole or in part.
Performance Management
and Appraisal
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10–2
Chapter Objectives
• Identify the components of performance management systems.
• Distinguish between performance management and performance appraisal.
• Explain the differences between administrative and developmental uses of performance appraisal.
• Describe the advantages and disadvantages of multisource degree) appraisals.
(360-• Discuss the importance of training managers and employees about performance appraisal, and give examples of rater errors.
• Identify several concerns about appraisal feedback and ways to make it more effective.
After you have read this chapter, you should be able to:
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10–3
The Nature of Performance Management
Effective Performance Management System
Make clear what the organization expects
Provide performance information to employees
Document performance for personnel records
Identify areas of success and needed development
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Performance Appraisal
The process of evaluating how well employees perform their jobs and then communicating that information to the
employees
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10–5
FIGURE 10–1
Performance Management Linkage
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10–6
FIGURE 10–2
Components of Performance Management
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• Criticism from superiors is viewed as personally devastating rather than as useful feedback.
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10–8
FIGURE 10–3 Components of a Performance-Focused Culture
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Effectiveness of work completed
Performance Criteria for Appraisals
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10–11
FIGURE 10–4 Types of Performance Information
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10–12
Relevance of Performance Criteria
Factors Affecting Relevance
Deficient Measures
Contaminated Measures
Overemphasized Measures
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10–13
FIGURE 10–5 ACTFL Performance Standards for Speaking Proficiency
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Regional Labor Cost Differences
Service Agreement Differences
Equipment/
Infrastructure Differences
Work Volume
Performance that is measured can be managed.
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10–15
Performance Appraisals
• Benefits of Performance Appraisals
Increased operational competence
Legal compliance
Enhanced corporate growth
Heightened transformational processes and performance
Provide answers to a wide array of work-related questions of how to improve job performance
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10–16
FIGURE 10–6 Uses for Performance Appraisals
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Informal vs
Systematic Processes
Timing of Appraisals
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10–18
FIGURE 10–7 Typical Division of HR Responsibilities: Performance Appraisal
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10–19
Legal Concerns and Performance Appraisals
Legally Defensible Performance Appraisal System:
• Appraisal criteria based on job analysis (i.e., job-related)
• Absence of disparate impact and evidence of validity
• Formal evaluation criteria that limit managerial discretion
• A rating instrument linked to job duties and responsibilities
• Documentation of the appraisal activities
• Personal knowledge of and contact with appraised individual
• Training of supervisors in conducting appraisals
• Review process to prevent undue control of careers
• Counseling to help poor performers improve
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10–20
Who Conducts Appraisals?
Supervisors rating their employees
Employees rating their superiors
Multisource or 360° feedback
Outside sources rating employees
Team members rating each other
Employees rating themselves
Sources of Performance Appraisals
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10–21
FIGURE 10–8
Traditional Performance Appraisal Process
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10–22
Employee Rating of Managers
• Helps in identifying competent managers
• Serves to make managers more responsive to
employees
• Contributes to the career development of managers
• Negative reactions by managers to ratings
• Subordinates’ fear of reprisals may inhibit them from giving realistic
(negative) ratings
• Ratings are useful only for self-improvement purposes
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10–23
FIGURE 10–9 Multisource Appraisal
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• Organizational use of individual performance appraisals can hinder the development of teamwork
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10–25
Category Scaling Methods
• Graphic Rating Scale
Allows the rater to mark an employee’s performance on a continuum indicating low to high levels of a particular characteristic.
Aspects of Performance
Measured
Descriptive Categories
Job Duties
Behavioral Dimensions
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10–26
FIGURE 10–10
Sample Performance Appraisal Form
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10–27
Concerns with Graphic Rating Scales
Graphic Rating Scale Drawbacks
Restrictions on the range and type of rater responses
Differences in rater interpretations of scale item meanings and scale ranges
Poorly designed scales that encourage rater
errors
Rating form deficiencies limit effectiveness of the
appraisal
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10–28
FIGURE 10–11 Sample Terms for Defining Standards
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10–29
Category Scaling Methods (cont’d)
• Behaviorally Anchored Rating Scale (BARS)
A rating scale composed of job dimensions (specific descriptions of important job behaviors) that “anchor” performance levels on the scale.
• Developing a BARS
Identify important job dimensions
Write short statements of job behaviors
Assign statements (anchors) to job dimensions
Set scales for anchors
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10–30
FIGURE 10–12 Behaviorally–Anchored Rating
Scale for Customer Service Skills
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• Helps deal with “rater inflation.”
• Makes manages identify high, average, and low performers.
• Ensures that compensation increases reflect performance differences among individuals.
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10–33
FIGURE 10–13 Forced Distribution on a Bell-Shaped Curve
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become different if observed
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to attain within an appropriate length of time.
• Key MBO Ideas
Employee involvement creates higher levels of commitment and performance.
Employees are encouraged to work effectively toward achieving desired results.
Performance measures should be measurable and should define results.
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1 Job review and agreement
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10–38
Training Of Managers And Employees
in Performance Appraisal
Appraisal process and timing
Performance criteria and job standards
Common rating errors
Compensation reviews
Positive and negative feedback
Training and development goals
Performance Appraisals Training Topics
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10–39
FIGURE 10–14 Common Rater Errors
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10–40
FIGURE 10–15 Appraisal Interview Hints for Appraisers
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10–41
Feedback as a System
Components of a Feedback System
Data on Actions
Data Evaluation
Action Based on Evaluation
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10–42
Performance Management System (PMS)
Consistent with the strategic mission
Beneficial as a development tool
Effectively documents performance
Viewed as fair by employees
Useful as an administrative tool
Is legal and job related
Effective Performance Management System