Appraisal

Appraising PerformanceYou have to get ongoing constructive feedback to push you out of your comfort zone.Kevin Sharer, CEO, Amgen

Copyright 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Learning ObjectivesSummarize the benefits of conducting performance appraisals.Identify the steps in appraising performance systematically.Discuss guidelines for avoiding discrimination in performance appraisals.Compare types of appraisals.17-*

Learning ObjectivesDescribe sources of bias in appraising performance.Explain the purpose of conducting performance appraisal interviews.Tell how supervisors should prepare for a performance appraisal interview.Describe guidelines for conducting the interview.17-*

Performance AppraisalPerformance appraisalFormal feedback on how well an employee is performing his or her job17-*

Purposes of Performance AppraisalTo improve, employees need to know how they are doing.An appraisal can help motivate employees.Performance appraisals are part of the ongoing control process and provide important records for the organization.17-*

The Appraisal ProcessEstablish and communicate expectations for performance.Establish and communicate standards for measuring performance.Observe and measure individual performance against standards.Reinforce performance or provide remedies.

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The Appraisal ProcessEstablish and communicate expectations for performance.List three to five major responsibilities of each position.Focus the appraisal on these responsibilities.Be sure employees know and understand what is expected of them.Employee are most likely to understand and be committed to objectives they helped develop.17-*

The Appraisal ProcessEstablish and communicate standards for measuring performance.Each expectation should be measurable.A supervisors task includes deciding how to measure employees performance and then making sure employees know what will be measured.17-*

The Appraisal ProcessObserve and measure individual performance against standards.A supervisor should continuously gather information about each employees performance.When preparing a performance appraisal, a supervisor compares this information with the standards for the employee being appraised.17-*

The Appraisal ProcessReinforce performance or provide remedies.Point out to employees where they have performed well.Asking an employee to help solve a problem is often more effective than the supervisor simply stating a remedy.17-*

Possible Causes for Poor PerformanceInadequate skillsLack of effortShortcomings of the processExternal conditionsPersonal problems17-*

What to Measure in an AppraisalDo not label people with certain characteristics.Focus on behavior and results.Base conclusions on observations about behavior and results.Record at least one specific example for each category rated.17-*

Qualities of Effective Performance Appraisal MeasuresObjectiveJob-relatedBased on behaviorsWithin employees controlRelated to specific tasksCommunicated to employees17-*

GuidelinesThe behaviors and characteristics measured by a performance appraisal should be related to the job and to succeeding on the job.Appraisals should be based on the employees success in carrying out the essential tasks of a particular job.An employee should know performance standards in advance.17-*

Performance Appraisals and Pay ReviewsMany organizations review an employees wage or salary level at the time of the performance appraisal.Employees may focus on the issue of money, diminishing a supervisors motivating and coaching opportunities.

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Types of AppraisalsGraphic rating scalesRates the degree to which an employee has achieved various characteristicsMost commonly used

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Types of AppraisalsPaired-comparison approachMeasures the relative performance of employees in a groupAppropriate to find one outstanding employee in a groupDrawbacks: possible harm to morale and teamwork, and possible lawsuits17-*

Types of AppraisalsForced-choice approachPresents an appraiser with sets of statements describing employee behavior; the appraiser must choose which statement is most characteristic of the employee and which is least characteristic17-*

Types of AppraisalsEssay appraisalOften used with other types of appraisals, such as graphic rating scalesDrawback: depends on supervisors writing skills

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Types of AppraisalsBehaviorally Anchored Rating Scales (BARS)A performance appraisal in which an employee is rated on scales containing statements describing performance in several areasAdvantages: can be tailored to organizations objectives and less subjective

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Behaviorally Anchored RatingScale for Nurses17-*

Types of AppraisalsChecklist appraisalContains a series of questions about an employees performanceDrawbacks: can be difficult to prepare and a supervisor has no way to adjust the answers for any special circumstances that affect performance17-*

Sample Checklist Appraisal17-*

Types of AppraisalsCritical-incident appraisalWritten record of incidents that show positive and negative ways an employee has actedWork-standards approachA supervisor compares employees actual performance with established standards17-*

Types of AppraisalsManagement by Objectives (MBO)A supervisor compares each employees accomplishments with the objectives for that employee360-degree feedbacksupervisors may combine their appraisals with self-assessments by the employee or appraisals by peers and customers. Appraisals of supervisors and other managers also may come from their subordinates17-*

Sources of Bias17-*

Sources of BiasHarshness biasRating employees more severely than their performances meritSimilarity biasThe tendency to judge others more positively when they are like yourselfLeniency biasRating employees more favorably than their performances merit

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Sources of BiasCentral tendencyThe tendency to select employee ratings in the middle of a scaleProximity biasThe tendency to assign similar scores to items that are near each other on a questionnaire17-*

The Performance Appraisal InterviewPurpose of the interviewcommunicate information about an employees performance.Preparing for the interviewallow plenty of time for completing the appraisal formnotify the employee about the appraisal interview ahead of timeprepare an appropriate meeting place17-*

The Performance Appraisal InterviewConducting the interviewProblem solving and coachingSignaturesFollow-up

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The Process of Conducting a Performance Appraisal Interview17-*

Perform. Appraise. Change or Maintain. Improve. Succeed. 17-*

**See text page: 472*See text page: 472*See Learning Objective 1: Summarize the benefits of conducting performance appraisals.

See text pages: 473-475*See Learning Objective 2: Identify the steps in appraising performance systematically.

See text pages: 475-476*See Learning Objective 2: Identify the steps in appraising performance systematically.

See text page: 476*See Learning Objective 2: Identify the steps in appraising performance systematically.

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*See Learning Objective 2: Identify the steps in appraising performance systematically.

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See text page: 478*See Learning Objective 3: Discuss guidelines for avoiding discrimination in performance appraisals.

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*A supervisor who must review pay rates at performance appraisal time should make an extra effort to emphasize performance.*See Learning Objective 4: Compare types of appraisals.


*See Learning Objective 4: Compare types of appraisals.







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See text page: 483*See Learning Objective 4: Compare types of appraisals.




*See Learning Objective 5: Describe sources of bias in appraising performance.

See text page: 487*See Learning Objective 6: Explain the purpose of conducting performance appraisal interviews.See Learning Objective 7: Tell how supervisors should prepare for a performance appraisal interview.


*See Learning Objective 8: Describe guidelines for conducting the interview.

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Appraisal

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