Chapter 9_Performance Appraisal, Dessler

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Transcript of Chapter 9_Performance Appraisal, Dessler

Human Resource Management1ELEVENTH EDITION

GARY DESSLER

Part 3 | Training and Development

Chapter 9

Performance Management and Appraisal 2008 Prentice Hall, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama

After studying this chapter, you should be able to: 1. Describe the appraisal process. 2. Develop, evaluate, and administer at least four performance appraisal tools. 3. Explain and illustrate the problems to avoid in appraising performance. 4. List and discuss the pros and cons of six appraisal methods. 5. Perform an effective appraisal interview. 6. Discuss the pros and cons of using different raters to appraise a persons performance. 2008 Prentice Hall, Inc. All rights reserved. 92

Performance Appraisal Evaluating an employees current and/or past

performance relative to his or her performance standards. Setting

work standards Assessing the employees actual performance relative to those standards Providing feedback

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93

Defining the Employees Goals and Work StandardsGuidelines for Effective Goal Setting

Assign Specific Goals

Assign Measurable Goals

Assign Challenging but Doable Goals

Encourage Participation

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94

An Introduction to Appraising Performance Why appraise performance? Appraisals play an integral role in the employers

performance management process. Appraisals help in planning for correcting

deficiencies and reinforce things done correctly. Appraisals, in identifying employee strengths and

weaknesses, are useful for career planning

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95

Performance Appraisal Roles Supervisors Usually do the actual appraising.

Must be familiar with basic appraisal techniques. Must understand and avoid problems that can

cripple appraisals. Must know how to conduct appraisals fairly.

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96

Performance Appraisal Roles (contd) HR department Serves a policy-making and advisory role.

Provides advice and assistance regarding the

appraisal tool to use. Prepares forms and procedures and insists that all departments use them. Responsible for training supervisors to improve their appraisal skills. Responsible for monitoring the system to ensure that appraisal formats and criteria comply with relavents laws and are up to date.

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97

Steps in Appraising Performance Defining the job Making sure that you and your subordinate agree

on his or her duties and job standards.

Appraising performance Comparing your subordinates actual performance

to the standards that have been set; this usually involves some type of rating form.

Providing feedback Discussing the subordinates performance and

progress, and making plans for any development required. 2008 Prentice Hall, Inc. All rights reserved. 98

Performance Appraisal Methods Graphic rating scale A scale that lists a number of traits and a range of

performance for each that is used to identify the score that best describes an employees level of performance for each trait.

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Graphic Rating Scale with Space for Comments

Figure 93 2008 Prentice Hall, Inc. All rights reserved. 910

Portion of an Administrative Secretarys Sample Performance Appraisal Form

Source: James Buford Jr., Bettye Burkhalter, and Grover Jacobs, Link Job Description to Performance Appraisals, Personnel Journal, June 1988, pp. 135136. 2008 Prentice Hall, Inc. All rights reserved.

Figure 94911

Source: www.cwru.edu. 2008 Prentice Hall, Inc. All rights reserved.

Figure 95a912

Source: www.cwru.edu. 2008 Prentice Hall, Inc. All rights reserved.

Figure 95b913

Source: www.cwru.edu. 2008 Prentice Hall, Inc. All rights reserved.

Figure 95c914

Performance Appraisal Methods (contd) Alternation ranking method Ranking employees from best to worst on a

particular trait, choosing highest, then lowest, until all are ranked.

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915

Alternation Ranking Scale

Figure 96 2008 Prentice Hall, Inc. All rights reserved. 916

Alternation Ranking Scale (contd.)Productivity Quality Job Knowledge

1

6

5

Overall Ranking = (1 + 6 + 5) /3 = 4 2008 Prentice Hall, Inc. All rights reserved. 917

Performance Appraisal Methods (contd) Paired comparison method Ranking employees by making a chart of all possible

pairs of the employees for each trait and indicating which is the better employee of the pair.

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918

Ranking Employees by the Paired Comparison Method

Note: + means better than. means worse than. For each chart, add up the number of 1s in each column to get the highest-ranked employee.Figure 97 2008 Prentice Hall, Inc. All rights reserved. 919

Performance Appraisal Methods (contd) Forced distribution method Similar to grading on a curve; predetermined

percentages of ratees are placed in various performance categories. 40 students in Example:15% high performers 20% high-average performers 30% average performers 20% low-average performers 15% low performers

MGT 301

15% * 40 = 6 A

20% * 40 = 8 B30% * 40 = 12 C 20% * 40 = 8 D 15% * 40 = 6 F

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920

Performance Appraisal Methods (contd) Critical Incident Method Keeping record of uncommonly good or undesirable

examples of an employees work-related behavior and reviewing it with the employee at predetermined times.

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Examples of Critical Incidents for an Assistant Plant Manager

Table 91 2008 Prentice Hall, Inc. All rights reserved. 922

Narrative Forms

Source: Reprinted with permission of the publisher, HRnext.com; copyright HRnext.com, 2003.

Figure 98 2008 Prentice Hall, Inc. All rights reserved. 923

Performance Appraisal Methods (contd) Behaviorally Anchored Rating Scale (BARS) An appraisal method that uses quantified scale

with specific narrative examples of good and poor performance.

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Job: Call Centre AgentFactors can be: Promptness of service - Includes receiving calls within a stipulated number of rings

7 6

Picks up phone in 1 ring. Picks up phone in 2 rings. Picks up phone in 3 rings. Picks up phone in 4 rings. Picks up phone in 5 rings. Picks up phone most of the time. Does not pick up phone.

54 3 2 1

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925

Factor 2 Customer Complaint Management: The time spent on resolving customer complaint

7 6 5

Resolves issue in under 1 minute. Resolves issue in under 2 minutes. Resolves issue in under 3 minutes.

43 2 1

Resolves issue in under 4 minutes.Resolves issue in over 5 minutes. Resolve issue most of the time. Does not resolve any customer complaint.

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926

Factor 3 Ability to sell new features: Is the person persuasive enough to sell new features of the company to customers.

7 6 5

Is able to sell a new feature in every call. Is able to sell a new feature in every 2/3 calls. Is able to sell a new feature in every 4/5 calls.

43 2 1

Is able to sell a new feature in every hour.Is able to sell some new features in a day. Is able to sell some new features in a week. Is not able to sell any new features in a week.

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927

Management By Objectives (MBO) Involves setting specific measurable goals with each employee and then periodically reviewing the progress made.1. Set the organizations goals.quality No. 1 in terms of service

2. Set departmental goals.

All depts. (consumer banking, corporate banking etc.) to focus on quality customer service

3. Discuss departmental goals. 4. Define expected results (set individual goals).Attend service seminars, achieve 90% customer satisfaction scores etc.

5. Performance reviews.6. Provide feedback.

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Advantages and Disadvantages of Appraisal Tools

Table 93 2008 Prentice Hall, Inc. All rights reserved. 929

Appraising Performance: Problems and SolutionsPotential Rating Scale Appraisal Problems

Unclear Standards

Halo Effect

Central Tendency

Leniency or Strictness

Bias

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Appraising Performance: Problems and Solutions (contd)How to Avoid Appraisal Problems

Know Problems

Use the Right Tool

Train Supervisors

Control Outside Influences

Keep a Diary

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Who Should Do the Appraising?

Immediate Supervisor

Self-Rating

Peers

Potential Appraisers

Subordinates

Rating Committee

360-Degree Feedback

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932

The Appraisal Interview

SatisfactoryPromotable

SatisfactoryNot Promotable

Types of Appraisal InterviewsUnsatisfactoryCorrectable