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Ch6 Students Note

Ch6 Students Note

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Published by Ismael Alasri

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Published by: Ismael Alasri on Apr 21, 2011
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AMA INTERNATIONAL UNIVERSITY COLLEGE OF AMINISTRATIVE & FINANCIAL STUDIES ABI 203 – HUMAN RESOURCES MANAGEMENT CH6- PERFORMANCE MANAGEMENT

AND APPRAISAL  Performance appraisal: Evaluating an employee’s current and/or past performance relative to his or her
performance standards. It is a formal system of review and evaluation of an individual or team’s job performance.  Performance management: The process employers use to make sure employees are working toward organizational goals Why Performance Management? Increasing use by employers of performance management reflects: – The popularity of the total quality management (TQM) concepts. – The belief that traditional performance appraisals are often not just useless but counterproductive. – The necessity in today’s globally competitive industrial environment for every employee’s efforts to focus on helping the company to achieve its strategic goals. Why appraise performance? Performance appraisal data are potentially valuable for use in numerous human resource functional areas. 1. Human resources planning. 2. Recruitment and selection. 3. Training and development. 4. Career planning and development. 5. Compensation programs. 6. Internal employee relations. 7. Assessment of employee potential. Continuous improvement 1. A management philosophy that requires employers to continuously set and relentlessly meet ever-higher quality, cost, delivery, and availability goals by: 2. Eradicating the seven wastes: overproduction, defective products, and unnecessary downtime, transportation, processing costs, motion, and inventory. 3. Requiring each employee to continuously improve his or her own personal performance, from one appraisal period to the next. Rationale for Performance Appraisal Performance appraisals provide so many important legal and other benefits that employers should be reluctant to part with them.  Motivations for soft (less-than-candid) appraisals – The fear of having to hire and train someone new – The unpleasant reaction of the appraisee – A company appraisal process that’s not conducive to candor  Hazards of giving soft appraisals – Employee loses the chance to improve before being forced to change jobs. – Lawsuits arising from dismissals involving inaccurate performance appraisals. The Components Performance Management Process 1. Direction sharing 2. Role clarification 3. Goal alignment 4. Developmental goal setting 5. Ongoing performance monitoring 6. Ongoing feedback 7. Coaching and support 8. Performance assessment (appraisal)
Prof. Lulwa Abed HRM CH4 MIDTERM SECTION

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Rewards.9. – Must know how to conduct appraisals fairly. Prof. – Examine work performance. – Establish job expectations (job analysis)  Appraising performance: Comparing your subordinate’s actual performance to the standards that have been set. recognition. and making plans for any development required. – Consider external and internal environment. Workflow and process control and return Performance Appraisal Roles  Supervisors – Usually do the actual appraising. – Responsible for training supervisors to improve their appraisal skills. this usually involves some type of rating form. and compensation 10. – Identify specific performance appraisal goals. – Provides advice and assistance regarding the appraisal tool to use. – Must be familiar with basic appraisal techniques. – Responsible for monitoring the system to ensure that appraisal formats and criteria comply with EEO laws and are up to date. Steps in Appraising Performance  Defining the job: Making sure that you and your subordinate agree on his or her duties and job standards. – Must understand and avoid problems that can cripple appraisals. – Appraise performance.  Providing feedback: Discussing the subordinate’s performance and progress. – Prepares forms and procedures and insists that all departments use them.  HR department – Serves a policy-making and advisory role. Lulwa Abed HRM CH4 - MIDTERM SECTION 115 .

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