Chapter 9 HR MAnagement

Daniel Nino
Professor Minson
MGMT 380-101
9 April 2013
Chapter 9 Discussion
1. What is the purpose of a performance appraisal?
Answer: The human resources department serves a policy-making and advisory role. Generally,
human resource managers provide the advice and the appraisal tool to use, but leave final
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decisions on procedures to operating division heads.
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2. Discuss the pros and cons of four performance appraisal tools.
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Answer: Peer appraisal is popular and can be effective but it can also be wrong because of any
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jealousy involved between the peers. Self-Ratings are often wrong because employees usually
give themselves a higher appraising meaning bad result or at least not the expected for the grade.
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In contrast, an average of the person’s supervisor, peer, and subordinate ratings predicted the
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subjects’ assessment center performance. Appraisal by subordinates tend to be miss accurate
because of the anonymous responses or when must identify, having inflated rates. But when
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meeting with their subordinates to discuss their upward feedback improved more than the
managers who did not.

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3. Explain how you would use the alternation ranking method, the paired comparison
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method, and the forced distribution method.
Answer: For the alternation ranking method make a list from the lowest ranking employee to the
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highest ranking employee. For the paired comparison method for every trait (quantity of work,
quality of work, and so on), you pair and compare every subordinate with every other
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subordinate. Forced Distribution Method, place predetermined percentages of rates into several
performance categories. It is similar to grading on a curve.
4. Explain in your own words how you would go about developing a behaviorally anchored
rating scale.
Answer: I will write some critical incidents to see specific illustrations of effective or ineffective
performance of the job. Then, I will develop a performance dimension where I can locate this
Incident in 5 or 10 performance dimensions. Third, I will reallocate incidents, by having another
team of people who also know the job reallocate the original critical incidents. Then I will scale
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the incidents with a second group who can rate the behavior described by it as to hoe effectively
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or ineffectively it represents performance on the dimension. As last step I will develop a final
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instrument.
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5. Explain the problems to be avoided in appraising performance.
Answer: Unclear standards, halo effect, central tendency, leniency or strictness, recency effects,
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and bias.
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6. Discuss the pros and cons of using different potential raters to appraise a person’s
performance.
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Answer: Immediate Supervisor; Pros: The supervisor has easy access to the employee and knows
the employee’s work. Cons: Supervisors are prone to rater errors.

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Peers; Pros: effective in predicting future management success, high correlation between peer
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and supervisor ratings, more opportunity to observe rates, and to observe them at more revealing
times than supervisors. Cons: logrolling; all the peers simply get together to rate each other high.
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Rating Committees; Pros: Using multiple raters can be advantageous. While there may be a
discrepancy in the ratings made by individual supervisors, the composite ratings tend to be more
reliable, fair, and valid. When there are variations in raters' ratings, they usually stem from the
fact that raters often observe different facets of an employee's performance; the appraisal ought
to reflect these differences.
Self; Pros: Employees value the opportunity to participate in performance appraisal more for the
opportunity to be heard than for the opportunity to influence the end result. Cons: Employees
usually rate themselves higher than they are rated by supervisors or peers.
7. Compare and contrast performance management and performance appraisal.
Answer:
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Contrast: Frist, performance management never means just meeting with a subordinate once or
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twice a year to “review your performance.” It means continuous, daily, or weekly interactions
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and feedback to ensure continuous improvement.
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Second, performance management is always goal-directed. The continuing performance reviews
always involve comparing the employee’s or team’s performance against goals that specifically
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stem from and link to the company’s strategic goals. Strategic congruence is central is central to
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performance management: each employee’s goals must be aligned with departmental and
company goals.
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Third, performance management means continuously reevaluating and (if need be) modifying
how the employee and team get their work done. Depending on the issue, this may mean
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additional training, changing work procedures, or instituting new incentive plans, for instance.
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Compare: Performance appraisal system usually rely on paper forms, or perhaps online or
computerized appraisal forms.

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8. Answer the question, “How would you avoid defensiveness during an appraisal
interview?”
Answer: Preparation is essential, talk in terms of objective work, don’t get personal, encourage
the person to talk, and get agreement on how things will be improved. Avoid attacking the
employee’s defenses. Criticize objectively, in private, and constructively.
Application Case
1.) Yes, primarily because it does not make sense that without the recommendations the
applicants it will be recognized by administration, they should not waste their money in a party.
2.) No, I believe that graphic rating forms are very helpful; it also allows people to see things in a
physical and graphic light which is helpful to some.
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3.) Evaluating workers formally would be a good performance appraisal system, because it
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would give managers a better perspective on employees.
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Daniel Nino

1. What is the purpose of a performance appraisal?

subjects’ assessment center performance. Appraisal by subordinates tend to be miss accurate

managers who did not.

method, and the forced distribution method.

performance categories. It is similar to grading on a curve.

Incident in 5 or 10 performance dimensions. Third, I will reallocate incidents, by having another

the employee’s work. Cons: Supervisors are prone to rater errors.

to reflect these differences.

7. Compare and contrast performance management and performance appraisal.

computerized appraisal forms.

employee’s defenses. Criticize objectively, in private, and constructively.

physical and graphic light which is helpful to some.

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