PowerPoint Presentation by Charlie CookThe University of West Alabama

1

Human Resource Management

ELEVENTH EDITION

G A R Y D E S S L E R

© 2008 Prentice Hall, Inc. All rights reserved.

Performance Management and Appraisal

Chapter 9

Part 3 | Training and Development

© 2008 Prentice Hall, Inc. All rights reserved. 9–2

After studying this chapter, you should be able to:After studying this chapter, you should be able to:

1. Evaluate and improve the appraisal form in Figure 9–1.

2. Describe the appraisal process.

3. Develop, evaluate, and administer at least four performance appraisal tools.

4. Explain and illustrate the problems to avoid in appraising performance.

5. List and discuss the pros and cons of six appraisal methods.

6. Perform an effective appraisal interview.

7. Discuss the pros and cons of using different raters to appraise a person’s performance.

© 2008 Prentice Hall, Inc. All rights reserved. 9–3

Basic Concepts in PerformanceManagement and Appraisal

Performance Appraisal:Setting work standards, assessing

performance, and providing feedback to employees to motivate,

correct, and continue their performance.

Performance Management:An integrated approach to

ensuring that an employee’s performance supports and

contributes to the organization’s strategic aims.

ComparingPerformance Appraisal

and Performance Management

© 2008 Prentice Hall, Inc. All rights reserved. 9–4

Why Performance Management?

Total Quality

Appraisal Issues

Strategic Focus

The Performance Management

Approach

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Defining the Employee’s Goals and Work Standards

Assign Specific Goals

Encourage Participation

Assign Measurable

Goals

Assign Challenging but Doable

Goals

Guidelines for Effective Goal Setting

© 2008 Prentice Hall, Inc. All rights reserved. 9–6

Using MBO

Problems with MBO

Setting unclear objectives

Conflict with subordinates over

objectives

Time-consuming appraisal process

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Appraising Performance: Problems and Solutions

Unclear Standards

Leniency or Strictness

Halo Effect

Potential Rating Scale Appraisal

Problems

Central Tendency

Bias

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Appraising Performance: Problems and Solutions (cont’d)

Know Problems

Control Outside

Influences

Use the Right Tool

How to Avoid Appraisal Problems

Train Supervisors

Keep a Diary

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Who Should Do the Appraising?

Self-Rating

Subordinates

360-Degree Feedback

Potential Appraisers

Immediate Supervisor

Peers

Rating Committee

© 2008 Prentice Hall, Inc. All rights reserved. 9–10

The Appraisal Interview

Satisfactory—Promotable

Satisfactory—Not Promotable

Unsatisfactory—Correctable

Unsatisfactory—Uncorrectable

Types of Appraisal Interviews

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The Appraisal Interview (cont’d)

Talk in terms of objective work data.

Don’t tiptoe around.

Don’t get personal.

Encourage the person to

talk.

Guidelines for Conducting an Interview

© 2008 Prentice Hall, Inc. All rights reserved. 9–12

K E Y T E R M SK E Y T E R M S

performance appraisal

performance management

graphic rating scale

alternation ranking method

paired comparison method

forced distribution method

critical incident method

behaviorally anchored rating scale (BARS)

management by objectives (MBO)

electronic performance monitoring (EPM)

unclear standards

halo effect

central tendency

strictness/leniency

bias

appraisal interview