Leadership Chp. 24 Performance Appraisals

Strategies for becoming an effective coach

-Be specific, not general in describing behavior that needs improvement -Be descriptive, not evaluative when describing what was wrong with the performance -Be certain that the feedback is not self-serving but meets the needs of the employee -Direct the feedback toward behavior that can be changed -Use sensitivity in timing the feedback and make sure employee understand feedback

Strategies to Ensure Performance Appraisal Accuracy

-Develop self awareness regarding own biases and prejudices -Use appropriate consultation -Gather data adequately over time -Keep accurate anecdotal records for the length of the appraisal period -Collect positive data and identify areas where improvement is needed -Include employee's own appraisal of his or her performance -Guard against the recency effect, halo effect, horns effect, and central tendency trap

Developing standards of performance appraisal

-Employees should have some input into developing the standards or goals on which their performance is judged -If employees believe the appraisal is based on their job description rather than on whether the manager approves of them

Management by Objectives

-Meet and agree on the principal duties and responsibilities of the job -Sets short term goals and target dates in cooperation with the supervisor -Both agree on the criteria that will be used for measuring and evaluating the accomplishment of goals -Has been proved to increase productivity and commitment in employees -Meet regularly to discuss progress -Manager's role is assisting the employee to reach goals -Entire progress focuses on outcomes and results, and not on personal traits

Factors influencing effective performance appraisals

-Should be based on a standard -Must adequately and accurately assess job performance -Employees should have input into development of the standard -Employee must know the standard in advance -Must know the sources of data gathered for appraisal -Should be someone who has observed the employee's work -Should be someone who the employee trusts and respects

Essays

A narrative appraisal of job performance

Performance Appraisal

A sensitive and important part of the management process -Used to determine how well employees are performing their job. -Measure actual behavior and not intent -Accurate and appropriate assessments can be very positive -Highly charged and emotional events

Self-Appraisals

An appraisal of performance by the employee

Performance Management

Appraisals are eliminated as the manager places his or her efforts into ongoing coaching, mutual goal setting, and the leadership training of subordinates -The performance-management calendar is generally linked to the organization's business calendar

Peer Review

Assessment of work performance carried out by peers -Great potential for developing professional accountability but is often difficult to implement

Coaching as part of the performance appraisal process

Effective manager and astute leader are aware that day to day feedback regarding performance is one of the best methods for improving work performance and building a team approach

Management by objectives

Employee and management agree upon goals of performance to be reached

Under management by objectives, the supervisor determines and clearly communicates the goals and target dates to the employee. True or false

False -In management by objectives, the employee and manager cooperate to set short-term goals and target dates

360-degree evaluation

Includes an assessment by all individuals within the sphere of influence of the individual being appraised

Effective performance appraisals

More likely to have a positive outcome if the appraiser is viewed with trust and professional respect -Avoid surprises -Employees must know in advance what happens if standards are not met -Must know how information will be obtained to determine performance level -Appraisers should be those who directly supervise the employee -The employee's past experience with performance appraisals will affect the outcome

Indirectness and Ambiguity

More likely to inhibit communication than enhance it, and the employee is left unsure about the significance of the message

Indirectness and ambiguity

More likely to inhibit communication than enhance it, and the employee is left unsure about the significance of the message

Recency effect

Occurs when recent issues are weighed more heavily than past performance

Horns Effect

Occurs when the appraiser allows some negative aspects of the employee's performance to influence the assessment to such an extent that other levels of job performance are not accurately recorded

Halo Effect

Occurs when the appraiser lets one or two positive aspects of the assessment or behavior of the employee unduly influence all other aspects of the employee's performance

Central tendency trap

Occurs when the manager is hesitant to risk true assessment and therefore rates all employees as average

Which is a common pitfall of performance appraisal?

Overemphasizing recent performance rather than taking the long view -This common fallacy is known as the "recency effect"

Feedback

Perhaps the greatest tool a manager has for changing behavior -Must be given in an appropriate manner

Job Dimension Scales

Rate the performance on job requirements

Trait Rating Scales

Rates an individual against some standard

Behaviorally anchored rating scales

Rates desired job expectations on a scale of importance to the position

Checklists

Rates the performance against a set of list of desirable job behaviors

Trait Rating Scales

Rating a person against a set standard, which may be the job description, desired behaviors, or personal traits -Probably the most widely used of the many available appraisal methods

Day to Day Feedback

Regarding performance is one of the best methods for improving work performance and building a team approach

Positive Feedback

Some employees look on their annual performance review as an opportunity to receive positive feedback from their supervisor -Especially if the employee receives infrequent praise on a day-to-day basis

Reflective Practice or Clinical Coaching

The manager or mentor meets with an employee regularly to discuss aspects of their work -Both individuals determine the agenda jointly -The goal of an environment of learning that can span the personal and professional aspects of the employee's experience