Book of managing Human resources

Snell and Bohlander

Chapter-8: performance Management and appraisal process

Since the point of both training and development is to improve performance, it makes sense to use them
together, so that the performance management process ends up telling you what kind of training and
development will be most effective in any given situation. The performance management process can help with
recruitment with availability of training. Plus, training may permit hiring less qualified applicants, because it can
help effectively selecting candidates which will reduce training needs. By having performance appraisal for
current employees shows the basis for assessing training needs and result. training and development of
employees may lead to higher compensation which will help with recruitment of qualified candidates since the
rate of pay is higher.

the guidelines that performance appraisal should meet to be legally defensible are:
 Performance ratings must be job-related, with performance standards developed through a job analysis.
Only evaluate those areas that are necessary for effective job performance.
 Employees must be provided with clear, written job standards in advance of their appraisals so they
understand what they need to do to get top ratings.
 Managers who conduct the appraisals must be able to observe the behavior they are rating. This implies
having measurable standards with which to compare employee behavior.
 Do not allow performance problems to continue unchecked. Document problems when they occur and refer
to them in employees’ appraisals.
 Supervisors should be trained to use the appraisal form correctly. They should be instructed as to how to
apply the appraisal standards when making judgments.
 The appraisals should be discussed openly with employees and counseling or corrective guidance offered to
help poor performers improve their performance. Be open to the possibility that employees could be
transferred to other positions that better suit their abilities.
 An appeals procedure should be established to enable employees to express their disagreement with the
appraisals.1
 a. Sales representative: the performance of sales representative can be evaluated by considering the
information from customers, supervisors and peers.
b. TV repairer: the source of performance could be used to evaluate TV repairer are customers, manager,
self, vendor and supplier.
c. Director of nursing in a hospital: the source of performance could be used to evaluate director of
nursing in a hospital are patients, subordinates and superior.
d. HR manager: the source of performance could be used to evaluate HR Manager are subordinates, self and
superior.
e. Air traffic controller: the source of performance could be used to evaluate Air traffic controller are pilots,
self, peers, supervisor and team members.

a. different skills are required for each type of appraisal interview

- Tell-and-Sell Interview.
The skills required in the tell-and-sell interview include the ability to persuade an employee to change in a
prescribed manner. This may require the development of new behaviors on the part of the employee and skillful
use of motivational incentives on the part of the appraiser/supervisor.
- Tell-and-Listen Interview.
In the tell-and-listen interview, the appraiser/supervisor communicates the strong and weak points of an
employee’s job performance during the first part of the interview. During the second part of the interview, the
employee’s feelings about the appraisal are thoroughly explored. The tell-and-listen method gives both
managers and employees the opportunity to release and iron out any frustrating feelings they might have.
- Problem-Solving Interview.
Listening, accepting, and responding to feelings are essential elements of the problem-solving interview.
However, this method goes beyond an interest in the employee’s feelings. It seeks to stimulate the growth
and development of an employee by discussing his or her problems, needs, and on-the job satisfaction and
dissatisfaction.

b. manager can develop the skills needed to conduct problem-solving type of interview:
using logic as well as imagination to make sense of a situation and come up with intelligent solution. In fact, the
best problem solver actively anticipates potential future problems and act to prevent them or to mitigate their
effects

c. the least desirable method of appraisal types:

manger should not assume that only one type is least desirable type of appraisal interview is appropriate for
every review session, rather, they should be able to used one or more of the interview types, depending on the
topic being discussed or on the behavior of the employee being appraised. the interview should be seen as
requiring a flexible approach
A person's performance is a function of several factors, but perhaps it can down to
three primary concerns:
 ability,
 motivation,
 and environment.
each individual has a unique pattern of strengths and weaknesses that play a
part, talented employee with low motivation are not likely to succeed. In addition,
factors in the work environment -or even in the external environment, includes
personal, family, and community concerns - can affect a person’s performance