Performance Management And Appraisal - WordPress
ROBERT L. MATHISJOHN H. JACKSONChapter 11Performance Managementand AppraisalPresented by:Prof. Dr. Deden Mulyana, SE.,M,Si.http://www.deden08m.comSECTION 3Training and DevelopingHuman Resources
Learning Objectives After you have read this chapter, you should be able to: Identify the components of performance management systems. Distinguish between performance management andperformance appraisal, and between job criteria andperformance standards. Explain the administrative and developmental uses ofperformance appraisal. Describe the advantages and disadvantages of multisource(360 ) appraisals. Discuss the importance of training managers and employeesabout performance appraisal, and give examples of several ratererrors. Identify several concerns about appraisal feedback and ways tomake it more effective.http://www.deden08m.com
Nature of Performance Management Performance Management Processes used to identify, encourage, measure,evaluate, improve, and reward employeeperformance Provide information to employees about their performance. Clarify organizational performance expectations. Identify the development steps that are needed to enhanceemployee performance. Document performance for personnel actions. Provide rewards for achieving performance objectives.http://www.deden08m.com
PerformanceManagementLinkageFigure 11–1http://www.deden08m.com
Difference Between PerformanceManagement and Performance Appraisals PerformanceManagement Processes used toidentify, encourage,measure, evaluate,improve, and rewardemployee performance.http://www.deden08m.com PerformanceAppraisal The process of evaluatinghow well employeesperform their jobs and thencommunicating thatinformation to theemployees.
Components ofEffective PerformanceManagementFigure 11–2http://www.deden08m.com
Identifying and MeasuringEmployee Performance Performance What an employee does and does not do.Quantity of output Quality of output Timeliness of output Presence at work Cooperativeness Job Criteria Important elements in a given jobhttp://www.deden08m.com
Types of Performance InformationFigure 11–3http://www.deden08m.com
Relevance of Performance Overemphasishttp://www.deden08m.com
Performance Standards Performance Standards Expected levels of performance Benchmarks, goals, and targets Characteristics of well-defined standardsRealistic Measurable Clearly understood http://www.deden08m.com
Performance Appraisals and the Law Legally Defensible PA System: Appraisal criteria based on job analysis Absence of disparate impact and evidence of validity Formal evaluation criterion that limit managerialdiscretion Formal rating instrument linked to job duties andresponsibilities Personal knowledge of and contact with ratee Training of supervisors in conducting appraisals Review process to prevent undue control of careers Counseling to help poor performers improvehttp://www.deden08m.com
Uses of Performance Appraisal Performance Appraisal (PA) The process of evaluating how well employeesperform their jobs when compared to a set ofstandards, and then communicating the information toemployees. Informal Appraisal Day-to-day contacts, largely undocumented Systematic Appraisal Formal contact at regular time intervals, usually documentedhttp://www.deden08m.com
Conflicting Uses for Performance AppraisalFigure 11–4http://www.deden08m.com
Developmental Uses ofPerformance AppraisalPerformanceAppraisalAdministering Wagesand Salarieshttp://www.deden08m.comGiving PerformanceFeedbackIdentifying Strengthsand Weaknesses
Uses of Performance Appraisal (cont’d) Criticisms of Performance Appraisal Focus is too much on the individual and does little todevelop employees. Employees and supervisors believe the appraisalprocess is seriously flawed. Appraisals are inconsistent, short-term oriented,subjective, and useful only at the extremes ofperformance.http://www.deden08m.com
Typical Division of HR Responsibilities:Performance AppraisalFigure 11–5http://www.deden08m.com
Who Conducts Appraisals Supervisors who rate their subordinatesEmployees who rate their supervisorsTeam members who rate each otherEmployees’ self-appraisalOutside sources rating employeesMultisource (360 feedback) appraisalhttp://www.deden08m.com
TraditionalPerformanceAppraisal ProcessFigure 11–6http://www.deden08m.com
Employee Rating of Managers Advantages Helps in identifyingcompetent managers Serves to make managersmore responsive toemployees Can contribute to thecareer development ofmanagershttp://www.deden08m.com Disadvantages Negative reactions bymanagers to employeeratings Subordinates’ fear ofreprisals may inhibit themfrom giving realistic(negative) ratings Ratings are useful only forself-improvement purposes
Team/Peer Rating Advantages Helps improve theperformance of lower-ratedindividuals Peers have opportunity toobserve other peers. Peer appraisals focus onindividual contributions toteamwork and teamperformance.http://www.deden08m.com Disadvantages Can negatively affectworking relationships. Can create difficulties formanagers in determiningindividual performance. Organizational use ofindividual performanceappraisals can hinder thedevelopment of teamwork
Multisource AppraisalFigure 11–7http://www.deden08m.com
Category Scaling Methods Graphic Rating Scale A scale that allows the rater to indicate an employee’sperformance on a continuum of job behaviors. Aspects of performance measured:Descriptive categories, job duties, and behavioral dimensions Behavioral rating scales (e.g., BARS) DrawbacksRestrictions on the range of possible rater responses Differences in the interpretations of the meanings of scaleitems and scale ranges by raters Poorly designed scales that encourage rater errors Rating form deficiencies limit effectiveness of the appraisal http://www.deden08m.com
SamplePerformanceAppraisalFormFigure 11–8http://www.deden08m.com
Terms Defining Standards at One CompanyFigure 11–9http://www.deden08m.com
Behavioral/Objective Methods Behavioral Rating Approach Assesses employees’ behaviors instead of othercharacteristics Consists of a series of scales created by:Identifying important job dimensions Creating statements describing a range of desired andundesirable behaviors (anchors) Types of behavioral scalesBehaviorally anchored rating scales (BARS) Behavioral observation scales (BOS) Behavioral expectation scales (BES) http://www.deden08m.com
Behaviorally-Anchored Rating Scalefor Customer Service SkillsFigure 11–10http://www.deden08m.com
Category Rating Methods (cont’d) Checklists A performance appraisal tool that uses a list ofstatements or work behaviors that are checked byraters. Can be quantified by applying weights to individual checklistitems. DrawbacksInterpretation of item meanings by raters Weighting creates problems in appraisal interpretation Assignment of weights to items by persons other than theraters http://www.deden08m.com
Comparative Methods Ranking A listing of all employees from highest to lowest inperformance. DrawbacksDoes not show size of differences in performance betweenemployees Implies that lowest-ranked employees are unsatisfactoryperformers. Becomes an unwieldy process if the group to be ranked islarge. http://www.deden08m.com
Comparative Methods (cont’d) Forced Distribution Performance appraisal method in which ratings ofemployees are distributed along a bell-shaped curve. Drawbacks Assumes a normal distribution of performance. Resistance by managers to placing individuals in the lowestor highest groups. Providing explanation for placement in a higher or lowergrouping can be difficult. Is not readily applicable to small groups of employees.http://www.deden08m.com
Forced Distribution on a Bell-Shaped CurveFigure 11–11http://www.deden08m.com
Narrative Methods Critical Incident Manager keeps a written record of highly favorableand unfavorable employee actions. DrawbacksVariations in how managers define a “critical incident” Time involved in documenting employee actions Most employee actions are not observed and may becomedifferent if observed Employee concerns about manager’s “black books” http://www.deden08m.com
Narrative Methods (cont’d) Essay Manager writes a short essay describing anemployee’s performance. Drawback Depends on the managers’ writing skills and their ability toexpress themselves.http://www.deden08m.com
Management by Objectives (MBO) Management by Objectives Specifying the performance goals that an individualand his or her manager agree the employee will to tryto attain within an appropriate length of time. Key MBO Ideas Employee involvement creates higher levels ofcommitment and performance. Encourages employees to work effectively towardachieving desired results. Performance measures should be measurable andshould define results.http://www.deden08m.com
The MBO ProcessJob Review and AgreementDevelopment of Performance StandardsObjective SettingContinuing Performance Discussionshttp://www.deden08m.com
Training of Managers and Employees Appraisal Training Topics: Appraisal process and timing Performance criteria and job standards that should beconsidered How to communicate positive and negative feedback When and how to discuss training and developmentgoals Conducting and discussing the compensation review How to avoid common rating errorshttp://www.deden08m.com
Common Rater ErrorsFigure 11–12http://www.deden08m.com
Appraisal Interview HintsFigure 11–13http://www.deden08m.com
Feedback as a SystemEvaluationof DataDataFeedbackSystemAction Based onEvaluationhttp://www.deden08m.com
Training of Managers and Employees(cont’d) Effective Performance Management Systems(PMS) are: Consistent with the strategic mission of theorganization Beneficial as development tool Useful as an administrative tool Legal and job-related Viewed as generally fair by employees Effective in documenting employee performancehttp://www.deden08m.com
Difference Between Performance Management and Performance Appraisals Performance Management Processes used to identify, encourage, measure, evaluate, improve, and reward employee performance. Performance Appraisal The process of evaluating how well employees perform their jobs and then communicating that information to the employees.
Self Appraisal Report Appendix -2 TEACHER APPRAISAL REPORT Format -1 PERFORMANCE APPRAISAL REPORT FOR SELF APPRAISAL OF TEACHERS i) General Information a) Name : Dr.M.Karthy b) Address (Residential) : 'Vaishnavam', Thiruvattar (P.O), Kanyakumari District -629 177. c) Designation : Principal d) Department : Education
Overview of the Performance Appraisal Process. Six steps involved in the performance appraisal process: 1. Preparing for the performance appraisal cycle 2. Observing and documenting performance 3. Giving feedback and coaching 4. Writing the narrative/establishing goals 5. Using the HRMS/STEP perfor
APPRAISAL ORDER FORM Q.appraisal Quick Reference Guide 3 Loan, Property, and Borrower Information will auto-populate if the content is in FAMC systems. Any fields outlined in yellow are required in order to complete the Appraisal Order Form. Appraisal Management Quick Reference Guide link is available. Greyed out boxes cannot be revised/edited.
Performance Appraisal and Performance Management: 100 Years of Progress? Angelo S. DeNisi Tulane University Kevin R. Murphy University of Limerick We review 100 years of research on performance appraisal and performance management, highlighting the articles published in JAP, but including significant work from other journals as well. We discuss
Update performance goals in the performance goal plan for the current performance period being evaluated in Perform2Achieve. New users will need to enter their performance goals. 2. Complete Annual Performance Appraisal. Enter Performance Goals for Next Year. 3. Complete the annual performance appraisal process using Perform2Achieve.
appraisal cycle : Deadline to finalize performance standards - Timeframe in which performance standards . are finalized and approved. 60 days is the time a rating official should have issued to employee elements and standards, i.e., establish an Employee Performance Appraisal Plan (EPAP). Minimum Appraisal Period - The length of
Performance appraisal research falls into three main groups: the first group examines the variations in student learning from teachers within the appraisal process, the second evaluates teacher perceptions of the impact of the process on their practice and levels of motivation and the third evaluates effective performance appraisal conditions .
To explore the performance appraisal practice utilized in the school under study. To assess the objectives of performance appraisal of the school under study. To illustrate the nature of performance appraisal practices and related problems within the aforementioned organization 1.3 Significance of the Study
