Professional Documents
Culture Documents
Performance Management
Process that significantly affects organizational success Managers and employees work together to set expectations, review results and reward performance.
Administrative
Making employment-related decisions
Developmental
Aiding employee growth
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Appraiser Discomfort
Performance appraisal process cuts into managers time Experience can be unpleasant when employee has not performed well
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Employee Anxiety
Creates anxiety for appraised employee
360-Degree Valuation
Multi-rater evaluation Input from multiple levels with firm and external sources Focuses on skills needed across organizational boundaries More objective measure of performance Process more legally defensible
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Attribute
Graphic rating scale
Behavioral
Critical incidents BARS BOS
Results
MBO
Quality
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Inflating Ratings
Believe accurate ratings would have a damaging effect on subordinates motivation and performance. Improve employees eligibility for merit raises. Avoid airing departments dirty laundry. Avoid creating negative permanent record that might haunt employee in the future. Protect good workers whose performance suffered because of personal problems. Reward employees displaying great effort even when results were relatively low. Avoid confrontation with hard-tomanage employees. Promote a poor or dislike employee up and out of the department.
Lowering Ratings
Scare better performance out of an employee. Punish a difficult or rebellious employee. Encourage a problem employee to quit. Create a strong record to justify a planned firing. Minimize the amount of merit increase a subordinate receives. Comply with an organizational edict that discourages managers from giving high ratings.
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Legal Implications
With enactment of Americans with Disabilities Act and civil rights legislation, employers must prepare for more discrimination lawsuits and jury trials related to performance appraisals
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