Performance Apperisal 194

8/8/2019 Performance Apperisal 194

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Leadership & ManagementReading for Lesson 21:

COUNSELING


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Lesson 21

Reading Objectives1. The student will comprehend the goals of

performance appraisal.

2. The student will comprehend problems inperformance appraisal.

3. The student will comprehend potential solutions toappraisal problems.

4. The student will comprehend and demonstrate thefour methods of the appraisal interview.


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Lesson 21

Discussion Objectives

1. The student will comprehend thegoals of performance appraisal.

2. The student will comprehend anddemonstrate the four methods of theappraisal interview.


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Performance AppraisalPerformance evaluating system

Aids the subordinate in setting new goals, fixing

problems, and keeping him/her on trackHelps the organization achieve success

Performance appraisal is both a system ofpapers and procedures designed by the

organization for use by its managers andsubordinatesAn interpersonal process in which manager andsubordinate communicate and attempt toinfluence each other


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Goals ofPerformance AppraisalThe Organizational Goals:

Performance evaluation is an important

element in the information and controlsystem of most complex organizations

Supreme goal of the organization is toinfluence the behavior and work ethic ofthe work force through performanceevaluation


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Goals ofPerformance AppraisalThe Organizational Goals (continued):

Provides information about the performance of

organizational members for use in decisions aboutplacement, promotion, firing, pay

From the organizational viewpoint, performanceappraisal serves two sets of goals:

Evaluation Goals

Coaching and Development Goals


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Goals ofPerformance AppraisalEvaluation Goals:

Provides feedback to subordinates so they know

where they standDevelops valid data for pay (salary and bonus)and promotion decisions and to provide a meansof communicating these decisions

Helps the company in making discharge andretention decisions, and provides warning tosubordinates about unsatisfactory performance


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Goals ofPerformance AppraisalCoaching and Development Goals:

To counsel and coach subordinates so they will

improve performance and develop future potentialDevelop commitment to the larger organizationthrough discussion of career opportunities andcareer planning

Motivate subordinates through recognition and

respectStrengthen supervisor-subordinate relations

Diagnose individual and organizational problems


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Goals ofPerformance AppraisalThe Individuals Goals:

Performance evaluations provide theindividual with an opportunity to see howwell he or she is doing

Regardless of their performance to date,

individuals going through a performanceevaluation should always set new goals


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Goals ofPerformance AppraisalConflicting Individual andOrganizational Goals:

If individual goals conflict withorganizational goals, the organization mustattempt to find ways to satisfy both

without neglecting either oneFeedback from both the organization andthe individual is a must


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Problems in Performance Appraisal

Ambivalence and Avoidance:Leaders should not shy away from the

performance appraisal processFearful that honest feedback will causeanimosity within the organization, some leadersneglect their performance appraisalresponsibilities

This is detrimental for the organization; theindividual cannot improve if he or she does notknow what is wrong


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Feedback and Defensiveness:

To prevent defensiveness, the organizationmust not focus solely on an individualsproblems or shortcomings

The organization must both judge theindividuals performance, and help to improve it

It is difficult for the evaluator to develop opentwo-ended exchange, if her or she focusessolely on negative attributes


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Avoidance and DefensivenessCombined:

If an evaluator focuses solely on anindividuals problems and avoids any detail,the performance appraisal accomplishesnothing worthwhile

It only increases the individuals defensiveness


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Potential Solutions to

Appraisal Problems

The central dilemma in the appraisalprocess is how to have an open

discussion of performance that meetsthe need for feedback withoutdamaging the individuals self-esteem?


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Appraisal Problems

The Appraisal System:Uncoupling evaluation and development

Less defensiveness and more open dialoguehelps the manager to separate his role ashelper and judge

Choosing appropriate performance data

Rather than focusing on broad problem areas,such as motivation, the manager should focuson specific examples, for they are morel likelyto be heard


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Appraisal Problems

The Appraisal System (continued):

Upward appraisal

In order to reduce defensiveness among subordinates,supervisors giving performance appraisals should alsoallow the subordinates to appraise them on theirperformance

Eliminating the performance appraisal system

By eliminating the formal appraisal system and onlyrequiring performance appraisals during specialsituations, organizations could reduce the problems ofdefensiveness


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Appraisal Problems

Supervisor-Subordinate Relations

The day-to-day boss-subordinate

relationship has an important impact onthe appraisal process

If the boss-subordinate relationship is strong,the appraisal process will run more smoothly


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Appraisal Problems

The Appraisal Interview

The tell-and-sell method

Communicates to employees their performance asaccurately and directly as possible with little returnfeedback, but can lead to defensiveness

The tell-and-listen interviewCommunicates to employees their strengths and

weaknesses, but also allows for return feedbackThis creates an environment that is less defensive andstressful to the employee


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Appraisal ProblemsThe Appraisal Interview (continued):

The problem-solving interviewPlaying the role of helper more so than judge, themanager creates an environment through which the

employee can discover his or her own developmentalneeds

The mixed-model interviewAllows for the problem solving interview in the

beginning, where the subordinate leads off, and finisheswith the tell-and-sell or tell-and-listen approaches if thesubordinate has missed some important areas of his orher performance


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Tentative ProcessTentative Process:

Scheduling

Agreeing on content

Agreeing on process

Location and space

Opening the interview

Starting the discussion

Exchanging feedback

The managers views

Developing a plan for improvement

Closing the discussion


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Guidelines for Assessing the

Effectiveness of an Interview

At the beginning:

Did the supervisor create an open and

accepting climate?

Was there agreement on the purpose andprocess for the interview?

Were both parties equally well prepared?


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Guidelines for Assessing the

Effectiveness of an Interview

During the interview:To what extent did the supervisor really try to understandthe employee?

Were broad and general questions used at the outset?

Was the supervisors feedback clear and specific?

Did the supervisor learn some new thingsparticularly aboutdeep feelings and values of the subordinate?

Did the subordinate disagree and confront the supervisor?Did the interview end with mutual agreement andunderstanding about problems and goals for improvement?


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Appraisal OutcomeDid the appraisal session motivate the subordinate?

Did the appraisal build a better relationship?

Did the subordinate come out with a clear idea of where he or

she stands?

Did the supervisor arrive at a fairer assessment of thesubordinate?

Did he or she learn something new about the subordinate?

Did the subordinate learn something new about the supervisorand the pressures be or she faces?

Does the subordinate have a clear idea of what actions to taketo improve performance?

Performance Apperisal 194

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