Professional Documents
Culture Documents
Mod 3
Mod 3
Performance appraisal
Evaluating an employees current and/or past performance relative to his or her performance standards.
Performance management
The process employers use to make sure employees are working toward organizational goals.
Conduct Realistic Appraisals/ frank appraisals Avoid soft appraisals.. Motivations for soft appraisals
The fear of having to hire and train someone new The unpleasant reaction of the appraisee
Continuous improvement
A management philosophy that requires employers to continuously set and relentlessly meet ever-higher quality, cost, delivery, and availability goals by:
Eradicating the seven wastes:
overproduction, defective products, and unnecessary downtime, transportation, processing costs, motion, and inventory.
Requiring each employee to continuously improve his or her own personal performance, from one appraisal period to the next.
Defining Goals and Work Efforts- The KPAs & KRAs Guidelines for effective goals
Assign specific goals Assign measurable goals Assign challenging but doable goals Encourage participation
Specific, and clearly state the desired results. Measurable in answering how much. Attainable, and not too tough or too easy. Relevant to whats to be achieved. Timely in reflecting deadlines and milestones.
Appraising performance
Comparing your subordinates actual performance to the standards that have been set; this usually involves some type of rating form.
Providing feedback
Discussing the subordinates performance and progress, and making plans for any development required.
How to measure?
Graphic rating scales Alternation ranking method Paired comparison method Forced distribution method Forced choice method Critical incident method Narrative forms BARS MBO Computerized rating
Source: James Buford Jr., Bettye Burkhalter, and Grover Jacobs, Link Job Description to Performance Appraisals, Personnel Journal, June 1988, pp. 135136.
Note: + means better than. means worse than. For each chart, add up the number of 1s in each column to get the highest-ranked employee.
examples of an employees work related behaviour and reviewing it with the employee at predetermined times - over a six months or so the supervisor and employee meet to discuss the latters performance, using incidents maintained in log as examples Advantages- supervisors think and link the overall performance of the appraisee in a year. Doesnot relate to recent performance
Narrative Forms A final written appraisal Records of past performance and areas of improvement Subjective
Developing a BARS:
Generate critical incidents Develop performance dimensions Reallocate incidents Scale the incidents Develop a final instrument
Halo effect
Occurs when a supervisors rating of a subordinate on one trait biases the rating of that person on other traits.
Central tendency
A tendency to rate all employees the same way, such as rating them all average.
Note: For example, what exactly is meant by good, quantity of work, and so forth?
Bias
The tendency to allow individual differences such as age, race, and sex to affect the appraisal ratings employees receive.
What does this mean for the goals we set for our employees, and for how we train, appraise, promote, and reward them?
What will be the technological support requirements?