Gathering Performance Information:Overview

Appraisal Forms Characteristics of Appraisal

Forms Determining Overall Rating Appraisal Period and Number of

Meetings

Overview (continued)

Who Should Provide Performance Information?

A Model of Rater Motivation Preventing Rating Distortion through

Rater Training Programs

Appraisal Forms: 9 Major Components

1. Basic Employee Information

2. Signatures

Appraisal Forms: 9 Major Components (continued)

3. Accountabilities, Objectives, and Standards

4. Competencies and Indicators

5. Major Achievements and Contributions

6. Stakeholder Input

7. Employee Comments

Appraisal Forms: 9 Major Components (continued)

(These could be included in a separate form)

8. Developmental Achievements9. Developmental

• Needs • Plans• Goals

Appraisal Forms: 8 Desirable Features

1. Simplicity2. Relevancy3. Descriptiveness4. Adaptability

Appraisal Forms: 8 Desirable Features (continued)

5. Comprehensiveness6. Definitional Clarity7. Communication8. Time Orientation

Determining Overall Rating

Judgmental strategy

Mechanical strategy

Appraisal period

Number of Meetings• Annual • Semi-annual • Quarterly

Who Should Provide Performance Information?

Employees should be involved in selecting

Which sources evaluate Which performance dimensions

When employees are actively involved Higher acceptance of results Perception that system is fair

Who Should Provide Performance Information?

Direct knowledge of employee performance

Supervisors Peers Subordinates Self Customers

Supervisors

Advantages• Best position to evaluate

performance vs. strategic goals• Make decisions about rewards• Able to differentiate among

performance dimensions

Disadvantages• Supervisor may not be able to

directly observe performance• Evaluations may be biased

Peers

Advantages• Assess teamwork

Disadvantages• Possible friendship bias• May be less discriminating• Context effects

Subordinates

Advantages• Accurate when used for

developmental purposes• Good position to assess some

competencies Disadvantages

• Inflated when used for administrative purposes

• May fear retaliation (confidentiality is key)

Self Advantages

• Increased acceptance of decisions• Decreased defensiveness during

appraisal interview• Good position to track activities during

review period Disadvantages

• May be more lenient and biased

Customers (external and internal)

Advantages• Employees become more focused

on meeting customer expectations Disadvantages

• Time• Money

Disagreement Across Sources

Expect disagreement Ensure employee receives feedback

by source Assign differential weights to scores

by source, depending on importance

Ensure employees take active role in selecting which sources will rate which dimensions

Expected Positive and Negative Consequences of

Rating Accuracy

Probability of Experiencing Positive and Negative

Consequences

Expected Positive and Negative Consequences of

Rating Distortion

Probability of Experiencing Positive and Negative

Consequences

Motivation to Provide Accurate Ratings

Motivation to Distort Ratings 

Rating Behavior

A Model of Rater Motivation

Motivations for Rating Inflation

• Maximize merit raise/rewards• Encourage employees• Avoid creating written record• Avoid confrontation with

employees• Promote undesired employees out

of unit• Make manager look good to

his/her supervisor

Motivations for Rating Deflation

• Shock employees• Teach a lesson• Send a message to employee • Build a written record of poor

performance

Preventing Rating Distortion through

Rater Training Programs

Rater Training Programs should cover:

Information Motivation Identifying, observing, recording

and evaluating performance How to interact with employees

when they receive performance information

Information - how the system works

Reasons for implementing the performance management system

Information on the appraisal form and system mechanics

Motivation – What’s in it for me?• Benefits of providing accurate

ratings• Tools for providing accurate

ratings

Identifying, observing, recording, and evaluating performance

How to identify and rank job activities

How to observe, record, measure performance

How to minimize rating errors