Human Resources Management Ch. 8
tell and listen interview
1-the appraiser communicates strong and weak points of an employee's job performance 2- employee's feelings ab appraisal are explored Gives employee and managers opportunity to release and iron out feelings they may have
tips for using constructive criticism
1. consider whether it is really necessary 2. consider the person 3. be specific and do not exaggerate 4. watch your timing 5. make improvement your goal
advantages of trait methods
1. are inexpensive to develop 2. use meaningful dimension 3. are easy to use
disadvantages of results methods
1. are time consuming to develop and use 2. may encourage short term perspective 3. may use contaminated criteria 4. may use deficient criteria
conducting the appraisal interview
1. ask for a self assessment 2. invite participation 3. express appreciation 4. minimize criticism 5. change the behavior, not the person 6. focus on solving problems 7. be supportive 8. establish goals 9. follow up day to day
360 degree system safeguards
1. assure anonymity 2. make respondents accountable 3. prevent "gaming" of the system 4. use statistical procedures 5. identify and quantify biases
disadvantages of behavioral methods
1. can be time consuming to develop 2. can be costly to develop 3. have some potential for rating error
motivation
1. career ambition 2. goals and expectations 3. job satisfaction and frustrations 4. fairness perceptions 5. relations with coworkers
feedback training should cover what areas?
1. communicating effectively 2. diagnosing the root causes of performance problems 3. setting goals and objectives
behavioral methods
1. critical incident method 2. behavioral checklist method 3. behaviorally anchored rating scale (BARS) 4. behavior observation scale (BOS)
administrative
1. document personnel decisions 2. promote employees 3. determine transfers and assignments 4. identify performance problems and develop ways to correct them 5. make retention, termination, and layoff decisions 6. validate selection criteria 7. meet legal requirements 8. evaluate training programs/progess 9. assist with human resources planning 10. make reward and compensation decisions
how to establish goals
1. emphasize strengths on which the employee can build rather than weaknesses to overcome and how the employee's efforts will contribute to the organization during the coming year 2. concentrate on opportunities for growth that exist within the framework of the employee's present position and drop unproductive tasks 3. limit plans for growth to a few important items that can be accomplished within a reasonable period of time 4. establish specific action plans that spell out how each goal will be achieved; the plans might also include a list of resources and timetables for the following up to ensure that are met 5. end the review on a positive note by highlighting how both the employee and firm will excel if the goals are achieved
environment
1. equipment and materials 2. job design 3. economic conditoins 4. unions 5. rules and policies 6. managerial support 7. laws and regulations
types of rater error
1. error of central tendency 2. leniency or strictness error 3. forced distribution 4. recency error 5. contrast error 6. similar to me error
training appraisers
1. establishing an appraisal plan 2. eliminating rater error 3. feedback training
four categories of a BSC
1. financial 2. customer 3. processes 4. learning
key points during feedback sessions
1. give specific examples of desirable and undesirable behaviors 2. focused feedback on behavior, not the person 3. frame the feedback in turns of helping the employee be successful 4. direct the feedback towards behavior the employee can control 5. the feedback should be timely 6. limit feedback to the amount the employee can process 7. use active communication skills and confirm the employee is engaged in the convo 8. continual basis
trait methods
1. graphic rating scales 2. mixed standard scales 3. forced choice method 4. essay method
disadvantages of trait methods
1. have high potential for rating errors 2. are not useful for employee counseling 3. are not useful for allocating rewards 4. are not useful for promotion decisions
advantages of results methods
1. have less subjectivity bias 2. are acceptable to employees and superiors 3. link individual performance to organizational performance 4. encourage mutual goal setting 5. are good for reward and promotion decisions
improving performance
1. identifying sources of ineffective performance 2. performance diagnosis 3. managing ineffective performance
why appraisal programs sometimes fail
1. inadequate preparation on the part of the manager 2. employee is not given clear objectives at the beginning of performance period 3. manager may not be able to observe performance or have all of the info 4. performance standards may not be clear 5. inconsistency in ratings among supervisors or other raters 6. manager rating personality rather than performance 7. the halo effect, contrast effect, or some other perceptual bias 8. inappropriate time span for evaluation 9. overemphasis on uncharacteristic performance 10. inflated ratings because managers do not want to deal w bad news 11. subjective or vague language in written appraisals 12. organizational politics or personal relationships cloud judgments 13. no thorough discussion of causes of performance problems 14. manager may not be trained at evaluation or giving feedback 15. no follow up and coaching after the evaluation
who should appraise an employee's performance
1. manager/ supervisor 2. self-appraisal 3. subordinate 4. peer 5. team 6. customer 7. vendors 8. team members
how to help MBO program succeed
1. managers and employees establish goals together 2. the objectives must be quantifiable and measurable 3. the results that are expected must be under employee's control 4. the goals and objectives must be consistent for each employee level 5. managers and employees must establish times when the goals are to be reviewed and evaluated
how does training pay off
1. observe other managers making errors 2. actively participate in discovering their own errors 3. practice job related tasks to reduce the errors
legal guidelines
1. performance ratings must be job related 2. employees must be provided with clear, written job standards in advance of appraisals 3. managers who conduct the appraisals must be able to observe the behavior they are rating 4. do not allow performance problems to continue to be unchecked 5. supervisors should be trained to use the appraisal form correctly 6. the appraisals should be discussed openly with employees and counseling or corrective guidance 7. an appeals procedure should be established
results methods
1. productivity methods 2. management by objective 3. the balanced scorecard (BSC)
developmental purposes
1. provide performance feedback 2. identify individual strengths and weaknesses 3. recognize individual performance achievement 4. help employees identify goals 5. evaluate goal achievement of employees 6. identify individual training needs 7. determine organizational training needs 8. reinforce authority structure 9. allow employees to discuss concerns 10. improve communication 11. provide a forum for leaders to help employees
supervisor's checklist for the performance appraisal
1. scheduling a. schedule the interview and notify the employee ten days to two weeks in advance b. ask the employees to prepare c. clearly state that it is formal 2. preparation a. review the documentation b. specific examples c. figure out changes d. after it is written, set aside and review again e. follow steps of system 3. conducting the review a. select a location b. discuss each topic one at a time c. be specific and descriptive d. discuss differences and resolve e. jointly discuss plans f. maintain a professional approach
what are the performance standards
1. strategic relevance 2. criterion deficiency 3. criterion contamination 4. reliability
ability
1. technical skills 2. interpersonal skills 3. problem solving skills 4. analytical skills 5. communication skills 6. physical limitations
three types of appraisal interviews
1. tell and sell interview 2. tell and listen interview 3. problem solving interview
cons of 360 degree appraisal
1. the system is complex 2. feedback can be intimidating 3. there may be conflicting opinions 4. the system requires training to work effectively 5. employees may collude or "game" system 6. appraisers may not be acountable if their evaluations are anonymous
pros of a 360 degree appraisal
1. the system is more comprehensive 2. quality of info is better 3. it complements the TQM initiatives by emphasizing external and internal parties 4. it may lessen bias 5. feedback from peers and others may increase employee self-development
performance appraisal methods
1. trait methods 2. behavioral methods 3. results methods
recommendations for BSC success
1. translate the strategy into a scorecard of clear objectives 2. attach measures to each objectives 3. cascade scorecards to the front line 4. provide performance feedback based on measures 5. empower employees to make performance improvements 6. reassess the strategy
advantages of behavioral methods
1. use specific performance dimensions 2. are acceptable to employees and superiors 3. are useful for providing feedback 4. are fair for reward and promotion decisions
developing an effective appraisal program
1. what are the performance standards 2. are you complying with the law 3. who should appraise an employee's performance 4. putting it all together-360 degree appraisal 5. training appraisers
recency error
a performance rating error in which the appraisal is based largely on the employee's most recent behavior rather than on behavior throughout the appraisal period
leniency or strictness error
a performance rating error in which the appriser tends to give employees either unusually high or unusually low ratings
management by objectives (MBO)
a philosophy of management that rates performance on the basis of employee achievement of goals set by mutual agreement of employee and manager
behaviorally anchored rating scale (BARS)
a behavioral approach to performance appraisal that consists of a series of vertical scales, one for each important dimension of job performance
behavior observation scale (BOS)
a behavioral approach to performance appraisal that measures the frequency of observed behavior
team appraisal
a performance appraisal based on TQM concepts, that recognizes team accomplishment rather than individual performance
manager and/or supervisor appraisal
a performance appraisal done by an employee's manager and often reviewed by a manager one level higher
peer appraisal
a performance appraisal done by one's fellow employees, generally on forms that are compiled into a single profile for use in the performance interview conducted by the employee's manager
self-appraisal
a performance appraisal done by the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance review
subordinate appraisal
a performance appraisal of a superior by which employee, which is more appropriate for developmental than for administrative purposes
forced distribution
a performance appraisal ranking system whereby raters are required to place a certain percentage of employees into various performance categories
customer appraisal
a performance appraisal that, like team appraisal, is based on TQM concepts and includes evaluation from both a firm's external and internal customers
error of central tendency
a performance rating error in which all employees are rated about average
similar-to-me error
a performance rating error in which an appraiser inflates the evaluation of an employee because of mutual personal connection
contrast error
a performance rating error in which an employee's evaluation is biased either upward or downward because of comparison with another employee just previously evaluated
mixed-standard scale method
a trait approach to performance appraisal similar to other scale methods but based on comparison with (better than, equal to, or worse than) a standard
essay method
a trait approach to performance appraisal that requires the rater to compose a statement describing employee behavior
graphic rating scale method
a trait approach to performance appraisal whereby each employee is rated according to a scale of charactersitics
factors that affect an employee's performance
ability, motivation, and environment
95-100% of the time
almost always
0-64% of the time
almost never
focal performance appraisal
an appraisal system in which all of an organization's employees are reviewed at the same time of year rather on the anniversaries of their individual hire dates
critical incident
an unusual event that denotes superior or inferior employee performance in some part of the job
criterion deficiency
aspects of actual performance that are not measured
which performance appraisal method to use
chosen based largely on the purpose of the appraisal
360 degree appraisal
combine various sources of performance appraisal info
purposes of performance appraisal
developmental and administrative
criterion contamination
elements that affect the appraisal measures that are not part of the actual performance
85-94% of the time
frequently
problem solving interview
listening, accepting, and responding to feelings are essential elements; stimulate growth and development of an employee by discussing problems, needs and on the job satisfaction and dissatisfaction
reliability
measures that are consistent across rates and over time
establishing an appraisal plan
most effective when it follows a systematic process
how many interview types should be use
multiple in 1 interview session
strategic relevance
performance standards linked to organizational goals and competencies
65-74% of the time
seldom
tell and sell interview
skills- ability to persuade an employee to change in a prescribed manner; may require development of new behaviors on the part of the employee and skillful use of incentives on the part of the supervisor
75-84% of the time
sometimes
performance appraisal under a MBO program
step 1: organization goals and metrics step 2: department goals and metrics step 3A: supervisor lists goals and metrics for subordinate step3B: subordinate purposes goals and metrics step 4: mutual agreement of goals and metrics step 5A: inappropriate goals and metrics deleted step 5B: new inputs are then provided step 5C: interim review step 6: final review step 7: review of organizational performance
performance management
the process of creating a work environment in which people can perform to the best of their abilities
performance appraisal
the result of an annual or biannual process in which a manager evaluates an employee's performance relative to the requirements of his or her job and uses the information to show the person where improvements are needed and why