Professional Documents
Culture Documents
Training needs
what does the employee need to learn in order to improve current work performance?
Compensation programs
provides a basis for rational decisions regarding pay adjustments (raises and bonuses)
HUMAN RESOURCE DEPARTMENT Designs the performance appraisal system Establishes and monitors a reporting system Trains managers in how to conduct appraisals Safeguards performance appraisal records
MANAGERS & SUPERVISORS Evaluates employee performance Completes the appraisal documents and forms Reviews appraisals with employees
SELF-APPRAISAL GROUPS or TEAMS 360 degree appraisal from above & below; insiders & outsiders 720 degree appraisal a second layer above and below
AN APPRAISER MUST:
MY POOR WORK PERFORMANCE MY POOR WORK PERFORMANCE IS DUE TO SITUATIONAL FACTORS BEYOND MY CONTROL (Poor support, uncooperative coworkers, unforeseen events)
THE ENVIRONMENT IS THE REASON FOR FAILURE
Note the self-serving biaswe are not responsible for our failures, but others are responsible for theirs!
ATTRIBUTION THEORY
KELLEY 73
IS THE CAUSE OF BEHAVIOR SEEN AS INTERNAL (PERSONAL) OR EXTERNAL (SITUATIONAL)? WE LOOK FOR THREE INDICATORS TO DECIDE.
DISTINCTIVE
IS THIS PERSONS PERFORMANCE DIFFERENT ON OTHER TASKS AND IN OTHER SITUATIONS? (YES = EXTERNAL, NO = INTERNAL)
CONSISTENT
OVER TIME, IS THERE A CHANGE IN BEHAVIOR OR RESULTS ON THIS TASK BY THIS PERSON? (YES = EXTERNAL, NO = INTERNAL)
CONSENSUS
DO OTHERS PERFORM OR BEHAVE SIMILARLY WHEN ASSIGNED A SIMILAR POSITION OR TASK? (YES = EXTERNAL, NO = INTERNAL) Consistent Yes answers lead us to external attributions Environmentally caused No answers lead us to internal attributions -- The person is responsible
APPRAISAL ERRORS
FUNDAMENTAL ATTRIBUTION ERROR HALO & HORN EFFECTS RECENCY EFFECT CONTRAST EFFECT STATUS EFFECT PROJECTION EVALUATOR PREJUDICE DISTRIBUTION (RANGE) ERRORS Leniency, Strictness, or Central Tendency USE OF INVALID APPRAISAL MEASURES
Appraiser Discomfort
Performance appraisal process cuts into managers time Experience can be unpleasant when employee has not performed well
Lack of Objectivity
In rating scales method, commonly used factors such as attitude, appearance, and personality are difficult to measure Factors may have little to do with employees job performance Employee appraisal based primarily on personal characteristics may place evaluator and company in untenable positions
Halo/Horn Error
Halo error - Occurs when manager generalizes one positive performance feature or incident to all aspects of employee performance resulting in higher rating Horn error - Evaluation error occurs when manager generalizes one negative performance feature or incident to all aspects of employee performance resulting in lower rating
Leniency/Strictness
Leniency - Giving undeserved high ratings Strictness - Being unduly critical of employees work performance Worst situation is when firm has both lenient and strict managers and does nothing to level inequities
Central Tendency
Error occurs when employees are incorrectly rated near average or middle of scale May be encouraged by some rating scale systems requiring evaluator to justify in writing extremely high or extremely low ratings
Employee Anxiety
Evaluation process may create anxiety for appraised employee Opportunities for promotion, better work assignments, and increased compensation may hinge on results
Traits
Certain employee traits such as attitude, appearance, and initiative are the basis for some evaluations May be either unrelated to job performance or difficult to define Certain traits may relate to job performance and, if this connection is established, using them may be appropriate
APPRAISAL METHODS
NARRATIVES
ESSAYS CRITICAL INCIDENTS
RANKING COMPARISONS
ALTERNATION PAIRED COMPARISONS
CHECKLISTS
SIMPLE WEIGHTED
RATING SCALES
GRAPHIC RATING SCALES BEHAVIORALLY ANCHORED RATING SCALES (BARS) BEHAVIORAL OBSERVATION SCALES (BOS)
OBJECTIVE MEASURES
NATURAL COUNTS (Quantity produced, etc) GOALSETTING STANDARDS (MBO, etc)
MANAGEMENT BY OBJECTIVES
BENEFITS A basis for effective organizational planning and control Improves communication and feedback with the supervisor Encourages participation and joint decision-making Facilitates role clarification by revealing assessment criteria
PROBLEMS Are the really important (key) areas of the job included? Is the process participative or are goals set for the worker? Can the worker truly control the outcomes s/he achieves? Overemphasizes quantitative, short-term, individual objectives
GOALSETTING ISSUES
GOAL DIFFICULTY How challenging should the work objectives be? I want an easy goal, but the organization wants me to stretch. ACCEPTANCE Will workers feel committed to work toward objectives that have been assigned to them, rather than those set participatively? SPECIFICITY Precise quantitative indicators may not exist for critical elements of the job. General, open-ended goals are not easily assessed. MOTIVATION Objectives should be challenging, yet reachable. They also need to be linked to desirable rewards to successfully motivate workers.
Due Process
Provide employees opportunity to appeal appraisal results Must have procedure for pursuing grievances and having them addressed objectively
Legal Implications
Employers must prepare for more discrimination lawsuits and jury trials related to performance appraisals Unlikely that any appraisal system will be immune to legal challenge
Interview Structure
Discuss employees performance Assist employee in setting goals and personal development plans for next appraisal period Suggesting means for achieving established goals, including support from manager and firm
Employees Role
Should go through diary or files and make notes of every project worked on, regardless of whether they were successful or not Information should be on appraising managers desk well before review