Human Resource Management Session 6 PERFORMANCE MANAGEMENT AND APPRAISAL... Performance Appraisal Defined• Formal system of review and evaluation of individual or team task performance
Trang 1Human Resource Management
Session 6 PERFORMANCE MANAGEMENT AND
APPRAISAL
Trang 2Performance Appraisal Defined
• Formal system of review and evaluation of individual or team task performance
• An effective appraisal system evaluates accomplishments and initiates plans for development, goals and objectives
Trang 3Performance Appraisal Process
External Environment Internal Environment
Plan the Performance
Identify Performance Goals
Examine Work Performed
Appraise the Results
Management Support Coaching and T&D
Anticipate and Consider:
Problems in PA Effective PA Systems
Trang 4Establish Performance Criteria
Trang 5Responsibility for Appraisal
Trang 6The 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
Trang 7Performance Appraisal Methods
Trang 8Performance Appraisal Methods
See Figure 8-2 in text book
Trang 9• Comparing essay evaluations
Performance Appraisal Methods
Trang 105 Work Standards
• Compares performance to predetermined standard
• Standards - Normal output of average worker operating at normal pace
• Time study and work sampling used
• Workers need to know how standards were set
Performance Appraisal Methods
Trang 119 Behaviorally Anchored Rating Scales
(BARS)
• Combines traditional rating scales and critical incidents methods
• Job behaviors derived from critical incidents described more
Performance Appraisal Methods
Trang 1210 Result-Based Systems
• Manager and subordinate agree on objectives for next appraisal
• Evaluation based on how well objectives
accomplished
Performance Appraisal Methods
Trang 13Use of Computer Software
• Available in recording appraisal data
• Reduces required paperwork
Trang 152 Lack of Objectivity
• In rating scales method, commonly used factors such as attitude, appearance, and personality are difficult to measure
• Factors may have little to do with employee’s job performance
• Employee appraisal based primarily on personal
Problems in Performance Appraisal
Trang 164 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
Problems in Performance Appraisal
Trang 175 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 in
writing extremely high or extremely low
ratings
Problems in Performance Appraisal
Trang 18Problems in Performance Appraisal
Trang 195 Continuous open communication
6 Conduct performance reviews
Trang 203 Standardization
Firms should use same evaluation instrument for all employees in same job category who work for
same supervisor
Characteristics of an Effective Appraisal
System
Trang 215 Continuous Open Communication
• Employees have strong need to know how well they are
Trang 224 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
Appraisal Interview
Trang 235 Employees’ Role
• Should go through diary or files and make notes of every project worked on, regardless
of whether they were successful or not
• Information should be on appraising manager’s desk
Appraisal Interview