Human resource management mondy 13th edition chapter 08

Uses of Performance Appraisal• Human resource planning • Recruitment and Selection • Training and development • Career planning and development • Compensation programs • Internal Employ

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Human Resource Management

13th Edition

Chapter 8Performance Management

and Appraisal

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Learning Objectives

• Describe employee engagement, define performance

management, and describe the importance of performance

management.

• Define performance appraisal and identify the uses of

performance appraisal.

• Discuss the performance appraisal environmental factors,

describe the performance appraisal process, and discuss

whether or not a case can be made for getting rid of

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Learning Objectives (Cont.)

• Identify the various performance appraisal methods.

• List the problems that have been associated with

performance appraisal.

• Explain the characteristics of an effective appraisal

system.

• Describe the legal implications of performance appraisal.

• Explain how the appraisal interview should be conducted

and discuss how performance appraisal is affected by a country’s culture.

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HRM in Action: Employee Engagement

for a Committed Workforce

• Level of commitment workers make to

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Performance Management (PM)

• Goal-oriented process ensuring processes

are in place to maximize productivity at

employee, team and organizational levels

• Close relationship between incentives and

performance

• Dynamic, ongoing, continuous process

• Each part of the system is integrated and

linked for continuous organizational

effectiveness

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Performance Appraisal Defined

• Formal system of review and

evaluation of individual or team task performance

• Often negative, disliked activity that seems to elude mastery

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Uses of Performance Appraisal

• Human resource planning

• Recruitment and Selection

• Training and development

• Career planning and development

• Compensation programs

• Internal Employee Relations

• Assessment of Employee Potential

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Performance Appraisal Environmental Factors

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Trends & Innovations: Can a Case Be Made for Getting Rid of Traditional Performance

Appraisal?

• Managers do not like administering

performance appraisal and employees do not like receiving them

• Failures lies in lack of ownership by line

managers and employees

• At times developed for wrong reasons

• May be a better way

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Performance Appraisal Process

Examine Work Performed

Appraise the Results

Discuss Appraisal with

Employee

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Establish Performance Criteria

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• Employee traits such as attitude,

appearance, and initiative are basis for

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Caution on Traits: Wade v Mississippi

Cooperative Extension Service

In performance appraisal system, general characteristics

such as “leadership, public acceptance, attitude toward

people, appearance and grooming, personal conduct,

outlook on life, ethical habits, resourcefulness, capacity for growth, mental alertness, loyalty to organization are

susceptible to partiality and to the personal taste, whim, or fancy of the evaluator as well as patently subjective in form and obviously susceptible to completely subjective

treatment by those conducting the appraisals”

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customer service orientation

• If certain behaviors result in desired

outcomes, there is merit in using them in evaluation process

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Competencies

• Broad range of knowledge, skills, traits, and

behaviors

• May be technical in nature, business oriented,

or related to interpersonal skills

• Should be those that are closely associated with

job success

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Goal Achievement

• Use if organizations consider ends more

important than means

• Should be within control of individual or

team

• Should be those results that lead to firm’s success

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Improvement Potential

• Many criteria used focus on past

• Cannot change past

• Should emphasize future

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Responsibility for Appraisal

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Immediate Supervisor

• Traditionally most common choice

• Usually in excellent position to observe

employee’s job performance

• Has responsibility for managing particular unit

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Subordinates

• Our culture has viewed evaluation by

subordinates negatively

• Some firms find that evaluation of

managers by subordinates is both

feasible and needed

• Issues:

– Could be seen as a popularity contest

– Possible reprisal against employees

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Peers and Team Members

• Work closely with evaluated employee and

probably have undistorted perspective on

typical performance

• Problems include reluctance of some people

who work closely together, especially on

teams, to criticize each other

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Self-Appraisal

• If employees understand their objectives and the criteria used for evaluation, they are in a good position to appraise own

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Customer Appraisal

of success

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Performance Appraisal for

• Do not to vary the performance standards and

metrics for virtual workers from those of office

workers

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The Appraisal Period

• Prepared at specific intervals

• Usually annually or semiannually

• Period may begin with employee’s

date of hire

• All employees may be evaluated at

same time

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Choosing a Performance Appraisal

• Result-based systems

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360-Degree Evaluation

• Multi-rater evaluation

• Input from multiple sources

• Focuses on skills needed across

organizational boundaries

• More objective measure of performance

• Process more legally defensible

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Rating Scales

• Rates employees according to

defined factors

• Judgments are recorded on a scale

• Many employees are evaluated

quickly

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Critical Incidents

• Written records of highly favorable and

unfavorable work actions

• Appraisal more likely to cover entire

evaluation period

• Does not focus on last few weeks or

months

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• Brief narrative describing performance

• Tends to focus on extreme behavior

• Depends heavily on evaluator's writing

ability

• Comparing essay evaluations might be

difficult

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• Time study and work sampling used

• Workers need to know how

standards were set

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Paired Comparison

• Variation of ranking method

• Compares performance of each

employee with every other employee

in group

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• Proponents of forced distribution believe:

– They facilitate budgeting

– They guard against weak managers who are too timid to get rid of poor performers

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Forced Distribution (cont.)

• Require managers to be honest with

workers about how they are doing

• Also called a rank-and-yank system

• Unpopular with many managers

• May damage morale and generate

mistrust of leadership

• Rankings may be way for companies to

easily rationalize firings

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Behaviorally Anchored Rating

Scales (BARS)

• Combines traditional rating scales

and critical incidents methods

• Job behaviors derived from critical

incidents described more objectively

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Result-Based Systems

• Manager and subordinate agree on

objectives for next appraisal

• Evaluation based on how well objectives are accomplished

• In the past a form of management by

objectives (MBO)

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Problems in Performance Appraisal

• Personal bias

• Manipulating the evaluation

• Employee anxiety

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Lack of Objectivity

• Factors such as attitude, appearance, and

personality are difficult to measure

• Factors may have little to do with employee’s job

performance

• May place evaluator and company in untenable

positions

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Halo/Horn Error

• Halo error: Manager generalizes one positive

performance feature or incident to all aspects of employee performance, resulting in higher

rating

• Horn error: Manager generalizes one negative

performance feature or incident to all aspects of employee performance, resulting in lower rating

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Leniency/Strictness

• Leniency: Giving undeserved high ratings

• Strictness: Being unduly critical of

employee’s work performance

• Worst situation is when firm has both lenient and strict managers and does nothing to

level inequities

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Central Tendency

• Error occurs when employees are incorrectly

rated near average or middle of scale

• May be encouraged by some rating scale

systems requiring evaluator to justify extremely high or extremely low ratings

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Recent Behavior Bias

and productivity rises several days or

weeks before scheduled evaluation

behavior more clearly than past actions

performance

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Personal Bias (Stereotyping)

• Managers allow individual differences such

as gender, race, or age to affect ratings

• Effects of cultural bias, or stereotyping,

can influence appraisals

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Manipulating the Evaluation

• Sometimes, managers control every aspect of

appraisal process and manipulate the system

• Example:

– A supervisor wants to give pay raise to

certain employee, so supervisor may give employee an undeserved high

performance evaluation

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Job-Related Criteria

• Most basic criterion needed in employee

performance appraisals

• Uniform Guidelines and court decisions are

clear on this point

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Performance Expectations

• Managers and subordinates must agree on

performance expectations in advance of

appraisal period

• If employees clearly understand expectations,

they can evaluate own performance and make timely adjustments

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Standardization

Firms should use same evaluation

instrument for all employees in same job category who work for same

supervisor

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Trained Appraisers

• Seldom receive training on how to conduct

effective evaluations

• Training should be ongoing

• Includes how to rate employees and how to

conduct appraisal interviews

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Continuous Open Communication

• Employees need to know how well

they are performing

• Good appraisal system provides

highly desired feedback on

continuing basis

• Should be few surprises in

performance review

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Conduct Performance Reviews

• Special time should be set for formal

discussion of employee’s performance

• Withholding appraisal results is absurd.

• Performance review allows employees to detect any errors or omissions in appraisal

• Employee may simply disagree with

evaluation and want to challenge it

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Due Process

• Provides employees opportunity to

appeal appraisal results

• Must have procedure for pursuing

grievances and having them

addressed objectively

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Scheduling the Interview

• Employees typically know when their interview

should take place

• Anxiety tends to increase if their supervisor

delays the meeting

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Interview Structure

• Discuss employee’s performance

• Assist employee in setting goals and personal

development plans for next appraisal period

• Suggesting means for achieving established

goals, including support from manager and firm

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Conducting Separate Interviews

• Conduct separate interviews for discussing:

1 Employee performance and development

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Use of Praise and Criticism

• Praise is appropriate when warranted

• Criticism, even if warranted, is especially difficult

to give

• “Constructive” criticism is often not perceived

that way

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Employee’s Role

• Should go through diary or files and

make notes of all projects, regardless of their success

• Information should be on appraising

manager’s desk well before review

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Concluding the Interview

• Ideally, employees will leave interview

with positive feelings about management, company, job, and themselves

• Cannot change past behavior; future

performance is another matter

• Interview should end with specific and

mutually agreed-upon plans for

employee’s development

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A Global Perspective: Performance Appraisal versus a Country’s Culture

• Special problems when translated into

different cultural environments

• Chinese managers often have different

idea about what performance is than do

Western managers

• Culture also plays significant role in

success and failure of performance

appraisal systems in the Middle East

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