HUman resource managemenr 2e s keiman chapter8

Trang 1

Chapter 8

Appraising Employee Job Performance

Trang 2

Chapter Outline

Trang 3

8-1a Opening Case: Gaining Competitive Advantage at McKesson Information

enhanced competitive advantage

 Employees’ job satisfaction levels have enhanced

Trang 4

8-1b Linking Performance Appraisal

to Competitive Advantage

the quality of employee job performance.

 Directing employee behavior towards organizational goals

 Monitoring behavior to ensure that goals are met

Trang 5

Figure 8-1 Performance Appraisals Can Help Assess the Quality of Employee

Performance

Trang 6

8-2a Standards for Effective Performance Appraisal Systems

• The quality of the rating form

• Accuracy of the ratings

Trang 7

8-2a Standards for Effective Performance Appraisal Systems (cont.)

• The quality of the rating form

Trang 8

• The quality of the rating form (cont.)

- Indicate the level of performance an employee is

expected to achieve.

- Help direct employee behavior.

- Help supervisors provide more accurate ratings.

Trang 9

• Accuracy of the ratings

 Accurate ratings reflect the employees’ actual job

performance levels

 Inaccuracy is most often attributable to the presence

of rater errors

Trang 10

• Leniency error: Raters provide ratings that are unduly

high.

• Severity error: Ratings are unduly low.

• Causes of leniency and severity errors:

 Political reasons

 Raters’ lack of conscientiousness

Trang 11

• Central tendency error: Appraisers purposely avoid

giving extreme ratings even when such ratings are warranted.

• Causes of central tendency error:

 Administrative procedures

 End points of the rating scale are unrealistically

defined

Trang 12

• Halo effect:

 Appraiser’s overall impression of an employee is

based on a particular characteristic

 Acts as a barrier to accurate appraisals

 Caused due to vague rating standards and failure to conscientiously complete the rating form

Trang 13

• The rater’s use of implicit personality theory

 Implicit personality theory: Rater’s estimation based on

a personal “theory” of how different types of people behave in certain situations

 Using this theory, organizations are unable to identify employees’ specific strengths and weaknesses

Trang 14

 Ratings are heavily influenced by recent events that are more easily remembered

 Ratings that unduly reflect recent events can present a false picture of the individual’s job performance during the entire rating period

Trang 15

 Appraisal systems must meet all the criteria imposed

by EEO laws

 Specifically, a court would examine the:

- Nature of the appraisal instrument.

- Fairness and accuracy of the ratings.

Trang 16

8-2b Types of Rating Instruments

• Behaviorally anchored rating scale (BARS)

Trang 17

8-2b Types of Rating Instruments (cont.)

 Employee performance is evaluated relative to other employees’ performances

 Uses rankings rather than ratings

- Simple rankings: Require raters to rank-order their

employees from best to worst, according to their job performance.

- Paired comparison: A rater compares each possible pair

of employees.

- Forced distribution: Requires a rater to assign a certain percentage of employees to each category of excellence such as “best,” “average,” or “worst.”

Trang 18

 Low cost and practical.

 Take very little time and

Trang 19

• Graphic rating scales

 Presents appraisers with a list of traits assumed to be necessary to successful job performance

 A five- or seven-point rating scale accompanies each trait

 Points on the scale are defined by numbers and/or descriptive words or phrases that indicate level of performance

Trang 20

• Graphic rating scales

 Does not effectively direct behavior.

 Fails to provide specific, nonthreatening feedback.

 Accurate ratings are not likely

to be achieved.

 Can lead to a multitude of rating errors.

 Occurrence of bias.

Trang 21

 Similar to graphic rating scale

 Requires appraisers to rate employees on their traits

 Includes seven or eight traits, referred to as

“dimensions,” each anchored by a seven- or nine-point scale

 Anchors each trait with examples of specific job

behaviors that reflect varying levels of performance

Trang 22

employee’s performance.

 Time consuming to develop.

 Requires a lot of effort to develop.

Trang 23

 Contains a list of desired behaviors required for the successful performance of specific jobs

 Developed like BARS, where critical incidents are

collected and categorized into dimensions

 An appraiser rates job performance by indicating the frequency with which the employee engages in each behavior

 A five-point scale is used ranging from “almost never” (1) to “almost always” (5)

Trang 24

 Is more legally defensible

than BARS or graphic rating scales.

 Effective in directing

employees’ behavior.

 Used to monitor behavior

and give specific feedback.

 Time consuming to develop.

 Not always cost-effective.

Trang 25

organizational effectiveness by steering each employee’s behavior towards the organization’s mission

- Goal setting: Establishment of the organization’s mission statement and strategic goals

- Planning: Identify potential obstacles to reaching goals and devise strategies to overcome these obstacles

- Evaluation: Success at meeting goals is evaluated against agreed-on performance standards.

Trang 26

 Practical and cost effective

 Success may be attributed

to factors outside employee’s control.

 Performance standards vary, providing no common basis for comparison.

 Creates performance pressures and stress.

Trang 27

8-2c Designing an Appraisal System

• Step 1: Gaining support for the system

 Gain the support of upper-level managers:

- Make the performance appraisal process meaningful.

- Get managers’ input in developing the system.

- Train managers and help them find a way to keep track

of things employees have done during the review period.

- Hold managers accountable for providing accurate

ratings on a timely basis.

- Encourage both managers and workers to participate in

the planning and development of the system to enhance support for it.

Trang 28

8-2c Designing an Appraisal System (cont.)

• Step 2: Choosing the appropriate rating Instrument –

Three important factors to be considered are:

 Practicality: The performance appraisal instrument

must be practical

costs, and utilization costs

 Nature of job: The choice of rating instrument

depends, in part, on the type of data that can be realistically collected about a particular job

- Executive, managerial, and professional employees are usually rated based on results.

- Lower-level jobs are most often rated on behavioral or

trait-oriented criteria.

Trang 29

• Step 3: Choosing the rater(s)

 Supervisory ratings: Serve as management tools for supervisors, giving them a means to direct and monitor employee behavior

 Peer ratings: Supplement supervisory ratings, helping develop a consensus about an individual’s

performance; helps eliminate biases and leads to greater employee acceptance of appraisal systems

- Competitive nature of the organization’s reward system

and friendship are potential problems limiting the usefulness of peer ratings.

Trang 30

• Self-ratings

 May not be effective as an evaluative tool

a “circle” of people who frequently interact with the manager

 Evaluations are limited to job behaviors directly

observed

 Primarily used as feedback devices

 Lacks accountability

Trang 31

• Step 4: Determining the appropriate timing of

appraisals

 Mostly conducted annually; frequent appraisals are

considered too time-consuming

have a difficult time remembering events of the past year; this can be minimized by:

- Maintaining records of employee performance; record

keeping also serves as documentation for EEO suits.

Trang 32

• Step 5: Ensuring appraisal fairness

fairness, and may serve to keep appraisers “honest.”

- Provides a means for employees to obtain a fair hearing

if they are dissatisfied with their appraisals

- Allows employees to voice their concerns.

- Fosters more accurate ratings.

- Prevents the involvement of outside third parties.

- Tends to undermine the authority of the supervisor and may encourage leniency error.

Trang 33

8-3a Performance Appraisal and the Manager’s Job

Trang 34

8-3b How the HRM Department Can Help

• Providing rater training: Usually focuses on:

 Establishing work expectations

coaching

 Appraising performance and avoiding rating errors

 Providing written justifications for ratings

conferences

 Identifying training needs and formulating a

development plan for employees

Trang 35

8-3b How the HRM Department Can Help (cont.)

• Monitoring and evaluating the appraisal system

 Monitoring means taking steps to ensure that each appraisal has been completed on time and that

instructions have been followed

 Evaluation consists of gauging the users’ satisfaction with the appraisal system

Trang 36

8-3c HRM Skill-Building for Managers

 Objective is to identify problems the employee is

facing and to discuss solutions to these problems

 Should be brief, informal, and employee-centered

Trang 37

8-3c HRM Skill-Building for Managers

(cont.)

• Setting goals for MBO: An individual’s goals must be:

 Consistent with goals set at higher organizational

levels

 Specific and challenging

 Realistic and achievable

Định dạng
Số trang	37
Dung lượng	381,5 KB