HRM Dessler 9 Appraisal
of 45
date post
08-Nov-2014Category
Documents
view
95download
7
Embed Size (px)
description
chapter 9: Appraisal
Transcript of HRM Dessler 9 Appraisal
CBEB 1104 Human Resource Management Lecture 7Dessler 2013
Chapter 9: Performance Management & Appraisal
1.2. 3. 4.
Define performance management and discuss how it differs from performance appraisal. Describe the appraisal process. Set effective performance appraisal standards. Develop, evaluate, and administer at least four performance appraisal tools.
Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 92
5. Explain and illustrate the problems to avoid in appraising performance. 6. Discuss the pros and cons of using different raters to appraise a persons performance. 7. Perform an effective appraisal interview.
Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 93
Define performance management and discuss how it differs from performance appraisal.
Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9-4
Basic Concepts in Performance Management and AppraisalPerformance Appraisal Performance ManagementAn integrated approach to ensuring that an employees performance supports and contributes to the organizations strategic aims.
Setting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance.
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
95
Describe the appraisal process.
Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9-6
Appraising PerformanceSteps in Appraising Performance1
Defining the job and performance criteria Appraising performance
23
Providing feedback session
Copyright 2011 Pearson Education, Inc. publishing 97 as Prentice Hall
Appraising PerformanceWhy Appraise Performance?1 2 3
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. Identify training and development needs.
45
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
98
Set effective performance appraisal standards.
Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9-9
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.
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
910
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
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
911
Employees Goals and Performance Standards Basing appraisal standards on required competencies The role of job descriptionsCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 9-12
Who Should Do the Appraising?
Immediate supervisor
Self-rating
Peers
Potential Appraisers
Subordinates
Rating committee
360-degree feedback
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
913
Develop, evaluate, and administer at least four performance appraisal tools.
Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9-14
Performance Appraisal MethodsAppraisal Methodologies1
Graphic rating scale Alternation ranking Paired comparison Forced distribution Critical incident
6
Narrative forms
23 4 5
78 9 10
Behaviorally anchored rating scales (BARS)Management by objectives (MBO)
Computerized and Web-based performance appraisalMerged methods
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
915
FIGURE 93 Sample Graphic Rating Performance Rating Form
FIGURE 94
One Item from an Appraisal Form Assessing Employee Performance on Specific Job-Related Duties
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
917
FIGURE 95
Appraisal Form for Assessing Both Competencies and Specific Objectives
918Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
FIGURE 95 Appraisal Form for Assessing Both Competencies and Specific Objectives (contd)
919Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
FIGURE 96
Scale for Alternate Ranking of Appraisee
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
920
FIGURE 97
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.
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
921
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 of raw materials and while keeping adequate on inventory control supplies on hand Supervise machinery maintenance No shutdowns due to faulty machinery
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
922
FIGURE 9/8 Appraisal-Coaching Worksheet
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
923
Behaviorally Anchored Rating Scale (BARS)Developing a BARS1. Write critical incidents 2. Develop performance dimensions 3. Reallocate incidents 4. Scale the incidents 5. Develop a final instrument
Advantages of BARS A more accurate gauge
Clearer standards Feedback Independent dimensions Consistency924
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
FIGURE 99 Example of a Behaviorally Anchored Rating Scale for the Dimension Salesmanship Skills
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
925
Mixed Standard Scales Similar to BARS, but list only a few behavioural examples (about 3 high/medium/low) as opposed to 5-10 Mix the good and bad behavioural examples, as opposed to good to bad
Examine several performance dimensions (e.g. Quality of Work, Conscientiousness, Gets Along with others) Mix for statements across dimensions. Ideal answer less obviousCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall
926
Management by Objectives (MBO) A comprehensive and formal organizationwide goal-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 feedbackCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall
927
Using MBOPotential Problems with MBO
Setting unclear objective
Time-consuming appraisal process
Conflict with subordinates over objectives
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
928
Computerized and Web-Based Performance 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 selfevaluation.o Use computer network technology to allow managers access to their employees computers and telephones. o Managers can monitor the employees rate, accuracy, and time spent working online (e.g. data entry staff) o Can induce Stress - monitored
Electronic Performance Monitoring (EPM) Systems
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
929
Explain and illustrate the problems to avoid in appraising performance.
Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9-30
Dealing with Performance Appraisal ProblemsPotential Rating Scale Appraisal Problems
Unclear standards
Halo effect
Central tendency
Leniency or strictness
Bias
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
931
TABLE 92
A Graphic Rating Scale with Unclear Standards
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
932
Discuss the pros and cons of using different raters to appraise a persons performance.
Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9-33
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
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
934
TABLE 93 Tool
Important Advantages and Disadvantages of Appraisal Tools
