HRM gaining a competitive advantage chapter 008 3rd ed

Standard Slide SamplePart III Chapter 8 Performance Management Chapter 9 Employee Development Chapter 10 Employee Separation and Retention Assessment and Development of HR... Chapter Per

Standard Slide Sample

Part III

Chapter 8

Performance Management

Chapter 9

Employee Development

Chapter 10

Employee Separation and Retention

Assessment and Development of HR

Chapter

Performance Management

Objectives

• Identify the major determinants of individual performance.

• Discuss the three general purposes of performance management.

• Identify the five criteria for effective performance management.

• Discuss the four approaches to performance.

• Choose the most effective performance measurement approach

for a given situation.

• Discuss the advantages and disadvantages of the different

sources of performance information.

• Choose the most effective sources for performance information for

any situation.

• Distinguish types of rating errors and explain how to minimize

An Organizational Model of Performance Management

8-2

Organizational Strategy Long & Short term goals and values

Individual Attributes (skills,abilities)

Individual Attributes (skills,abilities)

Individual Behaviors

Objective Results

Situational Constraints

- Culture

- Economic conditions

Situational Constraints

- Culture

- Economic conditions

WHY Measure Performance?

The purposes are:

Performance Appraisal

8-4

PURPOSE:

Developmental Administrative

Improve Performance Information for:

pay increases promotions terminations

BASIS FOR

COMPARISON : BASIS FOR

APPRAISAL

TECHNIQUE :

APPRAISAL

TECHNIQUE : Results - Oriented BARS Rating Scale

ROLE OF

MANAGER :

ROLE OF

Performance Measures Criteria

•Strategic Congruence

•Validity

•Reliability

•Acceptability

•Specificity

Job Performance Measure:

Contamination, Validity and Deficiency

8-6

Validity

Actual Job Performance

Job Performance Measure

Deficiency Contamination

Affected by Three Categories of Perceived Fairness

Procedural Interpersonal Outcome

Performance Measurement

Approaches

8-8

 Comparative

 ranking

 forced distribution

 paired comparison

 Attribute

 graphic rating scales

 mixed standard scales

 Behavioral

 critical incidents

 BARS, BOS, and OBM

 assessment centers

 Results

 ProMES

 The Quality Approach

 Comparative

 ranking

 forced distribution

 paired comparison

 Attribute

 graphic rating scales

 mixed standard scales

 Behavioral

 critical incidents

 BARS, BOS, and OBM

 assessment centers

 Results

 MBO

 ProMES

 The Quality Approach

Strategic Congruence Validity Reliability Acceptability Specificity

Comparative

Attribute

Behavioral

Results

Comparison of Approaches to Performance

Measurement

8-10

Approach Validity Reliability Acceptability Specificity

Comparative

Attribute

Behavioral

Results

TQM

poor

low

good

very high

very high

low

Modest Modest

low

high high

high high

high high

high high

high

high moderate very high

very low

very low

high

high

Strategic Congruence

 Supervisors

 Self

Errors in Performance

Measurement

8-12

Rater Errors

 Similar to me

 Distributional errors

Reducing Rater Error

Two Approaches:

•Rater Error Training

•Rater Accuracy Training

Improving Performance

Feedback

8-14

 Give feedback frequently

 Create the right context for the discussion

 Have employee do self-evaluation before session

 Encourage participation during session

 Praise effective performance

 Focus on solving problems

 Focus feedback on behavior or results

 Minimize criticism

 Set specific goals and a date to review progress

 Give feedback frequently

 Create the right context for the discussion

 Have employee do self-evaluation before session

 Encourage participation during session

 Praise effective performance

 Focus on solving problems

 Focus feedback on behavior or results

 Minimize criticism

 Set specific goals and a date to review progress

Managing the Performance of

Marginal Employees

 Solid Performers

 high ability and motivation

 managers should provide development opportunities

 Misdirected Effort

 lack of ability but high motivation

 managers should provide skill development activities such as training

 Underutilizers

 high ability but lack motivation

 managers need to consider actions that focus on interpersonal

problems or incentives

 Deadwood

8-15

Legal Requirements of Performance Management Systems

8-16

performance

employee appeal

performers

 Conduct a valid job analysis related to

performance

 Base system on specific behaviors or results

 Train raters to use system correctly

 Review performance ratings and allow for

employee appeal

 Provide guidance / support for poor

performers

 Use multiple raters