Chapter 8: Performance Management

What are the four discipline steps

1. Counseling: Bring a issue to the employee attention 2. Written warning: letter of a hx of issues 3. Suspension:After a discussion with the employee, a written record of the suspension specifying the reason, the start and end dates, and that it is a final warning is placed in the employee's file and given to the employee at the start of the suspension 4. Termination: used when easier steps have not produced results

From what five sources can performance information be derived?

1. Self 2. CoWorkers 3. Internal and External Customers 4. Subordinats 5. Supervisor

Personal Standards (Human Bias)

Categories such as below average, fair, good, superior, etc., can mean different things to different people. Training raters to understand the behaviors and performance standards for each rating level is essential in ensuring consistent ratings across supervisors that can be used to accurately compare employees. TRAIN THE SUPERVISOR HOW TO RATE EMPLOYEES PROPERLY BY UNDERTSTANDING THE RATING TOOL CHART

The two of the most powerful motivational and performance tools available to managers, and it is well worth the investment of time and effort to provide both to employees are

Goal setting and feedback

How does "human biases and error" negatively affect performance management

It can cause the tendency of evaluators to be too lenient, too critical, or too subjective. tendency of evaluators to be too lenient, too critical, or too subjective. It is difficult to observe others' behavior and accurately interpret its causes, effects, and desirability. Subjectivity and bias can also play a significant role in the appraisal process. This can be minimized through rater training, thorough performance documentation throughout the year, clearly communicating goals and expectations, and basing performance standards on observable behaviors and outcomes

What are the three common obstacles to manage performance

NLH 1. Not communicating a performance plan 2. A lack of Accountability 3. Human Biases and Errors

Recency Effect (Human bias)

Performance ratings should not be overly influenced by an employee's most recent performance. The recency effect occurs when recent events and performances are given a disproportionately large influence on the rating. Keeping notes on employees' performance and regularly recording employees' performance can make it easier to remember performance and behavior earlier in the performance rating time period. DON'T RATE AN EVAL LOW ON SOMETHING THAT RECENTLY HAPPENED. YOU KEEP A FOLDER OF PERFORMANCE THAT HAPPENED THROUGHOUT THE YEAR

What does S.M.A.R.T. stand for?

Specific, Measurable, Achievable, Relevant, Time-bound

_________________is the amount and type of work contact an evaluator has with the person being assessed

Task acquaintance

What does Aligns Organizational Goals with Team and Individual Goals mean?

To identify organizational goals, measures effectiveness and efficiency to obtaining those goals, to the organization. Also helps to ensure that the right things are being done in the right way to achieve meaningful results

How does "A lack of accountability" negatively affect performance management

When you are not accountable for your actions, you don't know what the person is doing and therefore you can not you can't give feedback to the staff member. So, make managers accountable for providing regular and accurate feedback and reward them for doing a good job. Responsibility for the appraisal system as a whole should be located at a senior organizational level to ensure company-wide commitment and involvement

Individual employees' performance ________________ and results should be based on a ___________________________ and tied to organizational strategies, values, and objectives.

goals, job analysis

The horns effect (human Bias)

happens when one negative factor influences assessments of other areas of behavior or performance, resulting in an inappropriately low overall performance rating. Allowing one disfavored trait or work factor to overwhelm other, more positive performance elements results in an unfairly low overall performance rating. For example, if Pat tends to be frequently late to work, it does not necessarily mean that she is unproductive.JUST BECAUSE SOMEONE DIDN'T DO WELL IN ONE AREA OF THE EVAL DOES NOT MEAN THE ENTIRE EVAL DESERVES AN "F" RATING

A stereotype (Human Bias)

is a belief that everyone in a group shares certain characteristics or will behave in the same way. Raters need to avoid generalizing about members of a group and focus instead on individuals' performance. A restaurant manager who rates male servers lower than female servers because of a perception that men are not as good as women at customer service is showing stereotyping bias. THIS GROUP BETTER THAN THAT GROUP BECAUSE THEY ARE WOMEN

Central tendency (Human Bias)

is rating all employees in the middle of the scale regardless of performance. Some managers inappropriately feel that to maintain motivation, no employee should be given the highest rating regardless of their performance.

Contrast Effect (Human Bias)

occurs when a rating determination is made by comparing the target employee with someone else rather than with the performance standards. Justifying a high rating for a poorly performing employee by saying, "Rosa may not deserve an 'Outstanding' rating, but she is doing much better than the other employees" is inappropriate. Ratings should be made by comparing performance to the goals and performance standards, evaluating actual performance to expected performance. STOP COMPARING OTHER EMPOYEES TO SOMEONE ELSE...AND USE THE STANDARDS/ RATINGS GIVEN

Leniency error (Human Bias)

occurs when high ratings are given to all employees regardless of their performances. Some raters do this to avoid conflict, or even to make it look like they are good managers with high-performing staff....GIVE HIGH SCORES TOO EVERYBODY

The similar-to-me effect (Human Bias)

occurs when high ratings are given to someone because he or she is perceived as being similar to the rater. Being alums of the same school, having similar hobbies, or having similar talents with the person being rated can lead to unconsciously awarding higher performance ratings than is appropriate. YOU GIVE SOMEONE GOOD RATING BECAUSE THEY ACT LIKE YOU ARE YAL HAVE LOTS IN COMMON

First Impression Bias (Human bias)

occurs when initial judgments influence later assessments. If a new employee gets off to a slow start but reaches a high performance level, the impression of the employee's low initial performance should not dominate his or her performance assessment. DON'T MARK SOMEONE PERFORMANCE EVAL NEGATIVELY BASED ON THE FIRST TIME YOU MET THEM

The halo effect (Human Bias)

occurs when one positive factor influences assessments of other areas of behavior or performance, resulting in an inappropriately high overall performance rating. For example, if Leon is friendly and likable, it does not mean that he is also hard working or productive. JUST BECAUSE SOMEONE EXCELLED IN ONE AREA OF THE EVAL DOES NOT MEAN THE ENTIRE EVAL DESERVES A+ RATING

High potential Error (Human Bias)

occurs when potential is confused with performance. Just because an employee has the potential to be a high performer, perhaps due to high ratings as a job candidate or high training performance, unless that high performance is realized he or she should not receive a high rating. DON'T GET CONFUSED THINKING THAT A CANIDATE HAS HIGH POTENTIAL TO PEFORM AND THEY ACTUALLY HAVE NO CLUE WHAT TO DO

Opportunity bias (Human Bias)

reflects the ignoring of factors beyond the employee's control that influence his or her performance (either positively or negatively). Rating an employee's performance low because a production machine broke due to a manufacturing defect is obviously unfair. Employees should be rewarded and punished for the results of their own efforts, not luck or misfortune. SCORED LOW BECAUSE HE HAS A HORSE AND THE RATER DON'T LIKE HORSES

What does Gives Employees Clear Goals and Feedback mean?

to let employees know what they should be doing and how they are doing. helps improve performance.

What does Generates Useful Data mean?

to use the performance measures in useful other ways such as bench marking, or setting standards. It also helps make sure that employees are treated fairly and consistently based on performance

How does "Not communicating a performance plan" and error negatively affect performance management

you can't evaluate results to see if a plan worked. Performance plans are best developed in partnership with the employee to maximize employee commitment and help to ensure that the plan is fully understood. A timeline for discussing goal progress throughout the time period should be included in the performance plan to ensure that the employee receives appropriate feedback and coaching. describes desired goals and results (typically in terms of quantity, quality, timeliness, and the process to be followed), how results will be measured and weighted, and what standards will be used to evaluate results. Performance plans typically cover one year, but can be done for any appropriate time period (e.g., a six-month project should be covered by a six-month performance plan.