Employee Performance Management
Dr. Deming’s View
• A measurement of:– Training– Communication– Tools – And skill of supervisors
• Not necessarily an employees motivation
Effective Programs
• Integrate– Goal setting– Appraisal– Development
• A tool to focus an employee’s gifts on keeping an organization competitive
• Continuous Improvement– Understand where you are– Set higher and higher goals
Goal Setting
• Specific
• Measurable
• Control of outcome
• Challenging but doable
Process
• Clear job description
• Understandable appraisal collection and reporting system– Measures what is critical– Measures in a legitimate way
• Feedback
Tools
• Graphic system– Alternation (pick who you know and then rank
against peer group– Pair against each member of peer group one
at a time– Forced distribution model
• 15% high 15% low
• Behavioral Anchored Scales– Critical incidents
• Observed Behaviors
– Advantages• Accurate• Clear• Feedback• Independent Dimensions (Maybe high in one are
weak in another)• Consistency
• Management by Objectives– Set organizational goals– Set Department goals– Set individual goals (joint activity, provide appropriate
resources)– Conduct evaluation– Provide feedback– Downside
• Time• Establishing clear goals• Continual negotiation between employee wanting easy goals
and management higher goals
Macro Issues
• Halo/Horn Effect
• Unclear standards
• Central Tendency
• Strictness/leniency
• Bias
Who Should Evaluate
• Immediate supervisor
• Peers
• Self
• Subordinates
• Combination (360)
Create an Evaluation Scorecard
• CBA Professor– MBO
• 2 Metrics
– Behavioral• 2 Metrics
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