Dessler HRM12e PPT 09

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Transcript of Dessler HRM12e PPT 09

Performance Management and Appraisal

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Basic Concepts in Performance Management and AppraisalPerformance AppraisalSetting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance.

Performance ManagementAn integrated approach to ensuring that an employees performance supports and contributes to the organizations strategic aims.

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Defining the Employees Goals and Work StandardsGuidelines for Effective Goal Setting

Set SMART goals

Assign specific goals

Assign measurable goals

Assign challenging/ doable goals

Encourage participation

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Setting SMART Goals Specific, and clearly state the desired results. Measurable in answering how much. Attainable, and not too tough or too easy. Relevant to whats to be achieved. Timely in reflecting deadlines and milestones.

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An Introduction to Appraising PerformanceWhy Appraise Performance?1

Is basis for pay and promotion decisions. Plays an integral role in performance management. Helps in correcting deficiencies and reinforcing good performance. Is useful in career planning.

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(Un)Realistic Appraisals Motivations for Soft Appraisals The fear of having to hire and train someone new. The unpleasant reaction of the appraisee. An appraisal process thats not conducive to candor.

Hazards of Soft Appraisals Employee loses the chance to improve before being discharged

or forced to change jobs. Lawsuits arising from dismissals involving inaccurate

performance appraisals.

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Performance Appraisal Roles The Supervisors Role 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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Performance Appraisal Roles (contd) The HR Departments Role Serves a policy-making and advisory role. policy Provides advice and assistance regarding the appraisal

tool to use. Trains supervisors to improve their appraisal skills.

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Effectively Appraising PerformanceSteps in Appraising Performance1

Defining the job and performance criteria Appraising performance Providing feedback session

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Designing the Appraisal Tool What to Measure? Work output (quality and quantity) Personal competencies

How to Measure

?

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Performance Appraisal MethodsAppraisal Methodologies1

Graphic rating scale Alternation ranking Paired comparison Forced distribution Critical incident

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Narrative forms Behaviorally anchored rating scales (BARS) Management by objectives (MBO) Computerized and Web-based performance appraisal Merged methods

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FIGURE 92 Sample Graphic Rating Performance Rating Form

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FIGURE 94 Appraisal Form for Assessing Both Competencies and Specific Objectives (contd)

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FIGURE 95

Scale for Alternate Ranking of Appraisee

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FIGURE 96

Ranking Employees by the Paired Comparison Method

Note: + means better than. - means worse than. For each chart, add up the number of +s in each column to get the highest ranked employee.

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TABLE 91

Examples of Critical Incidents for Assistant Plant Manager

Continuing DutiesSchedule production for plant

Targets90% utilization of personnel and machinery in plant; orders delivered on time

Critical IncidentsInstituted new production scheduling system; decreased late orders by 10% last month; increased machine utilization in plant by 20% last month Let inventory storage costs rise 15% last month; over-ordered parts A and B by 20%; underordered part C by 30% Instituted new preventative maintenance system for plant; prevented a machine breakdown by discovering faulty part

Supervise procurement Minimize inventory costs while keeping adequate of raw materials and supplies on hand on inventory control Supervise machinery maintenance No shutdowns due to faulty machinery

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FIGURE 97 Appraisal-Coaching Worksheet

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Behaviorally Anchored Rating Scale (BARS)Developing a BARS1. Write critical incidents 2. Develop performance

Advantages of BARS A more accurate gauge Clearer standards Feedback Independent dimensions Consistency

dimensions3. Reallocate incidents 4. Scale the incidents 5. Develop a final

instrument

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FIGURE 98 Example of a Behaviorally Anchored Rating Scale for the Dimension Salesmanship Skills

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Management by Objectives (MBO) A comprehensive and formal organizationwide goalgoal-setting and appraisal program requiring:1. Setting of organizations goals 2. Setting of departmental goals 3. Discussion of departmental goals 4. Defining expected results (setting individual goals) 5. Conducting periodic performance reviews 6. Providing performance feedback

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Using MBO

Potential Problems with MBO

Setting unclear objective

Time-consuming appraisal process

Conflict with subordinates over objectives

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Computerized and Web-Based WebPerformance Appraisal Systems Allow managers to keep notes on subordinates. Notes can be merged with employee ratings. Software generates written text to support appraisals. Allows for employee self-monitoring and self-evaluation. selfself-

Electronic Performance Monitoring (EPM) Systems Use computer network technology to allow managers access to

their employees computers and telephones. Managers can monitor the employees rate, accuracy, and time spent working online.

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FIGURE 99 Online Performance Appraisal Tool

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Dealing with Performance Appraisal ProblemsPotential Rating Scale Appraisal Problems

Unclear standards

Halo effect

Central tendency

Leniency or strictness

Bias

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TABLE 92

A Graphic Rating Scale with Unclear Standards

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Guidelines for Effective AppraisalsHow to Avoid Appraisal Problems

Know the problems

Use the right tool

Keep a diary

Get agreement on a plan

Be fair

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TABLE 93 Tool

Important Advantages and Disadvantages of Appraisal Tools AdvantagesSimple to use; provides a quantitative rating for each employee. Provides behavioral anchors. BARS is very accurate. Simple to use (but not as simple as graphic rating scales). Avoids central tendency and other problems of rating scales. End up with a predetermined number or % of people in each group. Helps specify what is right and wrong about the employees performance; forces supervisor to evaluate subordinates on an ongoing basis. Tied to jointly agreed-upon performance objectives.

DisadvantagesStandards may be unclear; halo effect, central tendency, leniency, bias can also be problems. Difficult to develop. Can cause disagreements among employees and may be unfair if all employees are, in fact, excellent. Employees appraisal results depend on your choice of cutoff points. Difficult to rate or rank employees relative to one another.

Graphic rating scale

BARS Alternation ranking

Forced distribution method Critical incident method

MBO

Time-consuming.

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Choosing the Right Appraisal Tool

Criteria for Choosing an Appraisal Tool

Accessibility

Ease-of-use

Employee acceptance

Accuracy

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FIGURE 910 Selected Best Practices for Administering Fair Performance Appraisals Base the performance review on duties and standards from a job analysis. Try to base the performance review on observable job behaviors or objective performance data. Make it clear ahead of time what your performance expectations are. Use a standardized performance review procedure for all employees. Make sure whoever conducts the reviews has frequent opportunities to observe the employees job performance. Either use multiple raters or have the raters supervisor evaluate the appraisal results. Include an appeals mechanism. Document the appraisal review process and results. Discuss the appraisal results with the employee. Let the employees know ahead of time how youre going to conduct the review and use the results. Let the employee provide input regarding your assessment of him or her. Indicate what the employee needs to do to improve. Thoroughly train the supervisors who will be doing the appraisals.929

FIGURE 911 Guidelines for a Legally Defensible Appraisal1. 2. 3. 4. 5. 6. 7. 8. 9. Preferably, conduct a job analysis to establish performance criteria and standards. Communicate performance standards to employees and to those rating them, in writing. When using graphic rating scales, avoid undefined abstract trait names (such as loyalty or honesty). Use subjective narratives as only one component of the appraisal. Train supervisors to use the rating instrument properly. Allow appraisers substantial daily contact with the employees theyre evaluating. Using a single overall rating of performance is usually not acceptable to the courts. When possible, have more than one appraiser, and conduct all such appraisals independently. One appraiser should never have absolute authority to determine a personnel action.

10. Give employees the opportunity to review and make comments, and have a formal appeals process. 11. Document everything: Without exception, courts condemn informal performance evaluation practices that eschew documentation. 12. Where appropriate, provide corrective guidance to a