HURS107 Week 7 Lecture – Performance Management

Lesson 1: The Role of Performance Management in Compensation

and Benefits
“Performance management is the systematic process by which an agency involves its
employees in improving organizational effectiveness in the accomplishment of agency
mission and goals” (Office of Personnel Management, n.d., para. 1). Performance
management can focus on the performance of a group or individual.

History of Performance Management

Performance management dates back to the early 1900s (Brooks, 2016). Performance
appraisals were invented by WD Scott as early as WWI. However, his system of
evaluation not widely recognized. It wasn’t until around the 1950s that formal
performance appraisals were more common. Companies began using personality-
based systems for measuring performance (Brooks, 2016).

By the 1960s, the focus shifted to self-appraisals. Performance appraisals “began to do a

better job of actually assessing performance, by focusing more on goals and objectives,
and including much more by way of self-appraisal” (Brooks, 2016, para. 4). By the
1970s, appraisals began to shift again to using more rating scales.

Over the next 20 years, companies began focusing on employee motivation and
engagement. “In recent years, performance management has evolved even further,
with many companies pulling down the traditional hierarchy in favour of more equal
working environments” (Brooks, 2016, para. 7). This has led to an increase in
performance management systems that “seek multiple feedback sources when assessing
an employee’s performance – this is known as 360-degree feedback” (para. 7).

Components of employee performance management

It is important for employers to develop a performance process that works for their
organization. In order for a performance management system to be effective, it must
contain the following components:

 Planning work and setting expectations

 Continually monitoring performance
 Developing the capacity to perform
 Periodically rating performance in a summary fashion
 Rewarding good performance
(Office of Personnel Management, n.d., para. 2).
Planning
Planning involves setting performance expectations and goals for groups and
individuals to focus on achieving organizational objectives. Goals must be made clear
and a specific time frame must be outlined and adhered to (KeenAlignment, 2011).

Monitoring
Monitoring involves consistently measuring performance and providing ongoing
feedback to employees and groups on their progress toward reaching their goals (Office
of Personnel Management, n.d.)

Developing
Developing involves increasing the capacity to perform though “training, giving
assignments that introduce new skills or higher levels of responsibility, improving work
processes or other methods” (Office of Personnel Management, n.d., para. 5). Training
and development opportunities “encourage good performance, strengthens job-related
skills and competencies and helps employees keep up with changes in the workplace,
such as introduction of new technology” (para. 5).

Rating
Rating involves evaluating employee or group performance against the standards in an
employee’s performance plan and assigning a summary rating of record (Office of
Personnel Management, n.d.). The rating is based on work performed during the entire
appraisal period and determine if the employee will receive a pay increase and how
much the increase will be.

Rewarding
Rewarding involves recognizing individual or groups of employees for their
performance. In order for employees to achieve goals and develop, they need to feel
recognized and appreciated (KeenAlignment, 2011).

“A performance management system is intended to clarify the job expectations of

employees but also to help develop their abilities, often through on-the-job training. It’s
in developing abilities that you can tap into the motivation of your employee” (Go2HR
Website, n.d., para. 1). Please watch the 2:20–minute video below published by Gregg
Learning on YouTube. It defines performance management and discusses some of the
its components. After viewing the video, you will be able to answer the following
questions:
 Define performance management?
 Explain how the performance management process starts.

Click the link below to watch the video: What is Performance Management?
Video Takeaways
Performance management identifies the work that individuals need to do to be effective
and contribute to the mission and objectives of an organization. The process should also
encourage, measure, and evaluate job performance so that improvements can be made.
Finally, it seeks to communicate, improve, and reward performance.

The performance management process starts by identifying the goals an organization

should accomplish to remain competitive and profitable. Managers then identify how
they and their employees can support these objectives by successfully completing work.
Of course, the sum of the work completed in all jobs should advance the strategic plan.

Successful performance management allows managers to prepare employees for work

by focusing on the most important components of their jobs. This is often done by using
evaluations to identify the level of performance and then providing feedback about
how work can be improved.

The future of performance management systems

Performance management has evolved from annual reviews to non-traditional ways of
managing performance. Some of the trends in performance management include:

 Focusing more on employee wellbeing – Productivity in the workplace suffers

due to stress and anxiety. Being able to detect and address mental health issues
early is key to keeping employees performing at their best (Hearn, 2018).
Employers have put programs in place that focus on financial wellness, mental
health wellness and stress management.
 Feedback supported by regular coaching – Frequent feedback should be
accompanied by regular coaching. This enables the manager and employee to
reflect on the feedback that was given, discover strengths and highlight areas for
development (Hearn, 2018).
 Team assessments matter more - Performance management must still be
assessed in the context of team-based outcomes. Credibly measuring team
performance matters as much as measuring individual contribution (Schrage &
Hancock, 2019).
 Increasing impact of social media - Social media will be part of software design
to make it as user-friendly as possible. Software will be designed to function in
real-time to allow for constant feedback and regular updates between managers
and co-workers (Schrage & Hancock, 2019).

Lesson 1 Complete!
You completed the first lesson of this lecture. Please scroll down to complete the Check
Your Knowledge activity, in which you answer four True/False questions. You will
have unlimited attempts to do this activity, so do not worry if you do not get it correct
the first time. This is a non-graded activity.
Check your Knowledge #1

True or False: Performance management can focus on the performance of a group or

individual.
True or False: The performance management process starts by identifying the goals an
organization should accomplish to remain competitive and profitable.
True or False: Focusing more on employee wellbeing is a component of performance
management.
True or False: The planning component of performance management involves setting
performance goals.

Lesson 2: Performance Appraisals

What is a performance appraisal?
“Performance appraisals, also known as performance reviews and employee appraisals,
are processes designed to evaluate and improve job performance” (HR Zone, n.d., para.
1). Performance appraisals are mostly used when determining merit pay “The first use
of merit ratings took place in a Scottish cotton mill around 1800” (Milkovich, 2017, p.
387). Wooden cubes were hung above each worker’s station as a visible sign of who
was doing well (Milkovich, 2017).

Today, performance appraisals are more systematic. Specific metrics are used to
evaluate an employee’s performance. Please watch the 2:30–minute video below
published by Gregg Learning on YouTube. It provides an overview of a performance
appraisal and its components. After viewing the video, you will be able to answer the
following questions:
 Define performance appraisals?
 List 2 challenges associated with performance appraisals.

Click the link below to watch the video: Performance Appraisals

Type your answer here

Video Takeaways
Performance appraisal is the process of determining how well employees do their jobs
relative to a standard and communicating that information to them. This tool is a key
part of performance management because it helps employees improve their job
performance. They are often viewed as a critical element of any performance
management approach.

Several terms can be used when referring to performance appraisals. These include
employee rating, employee evaluation, performance review, performance evaluation,
and results appraisal. When designed well, performance appraisals can highlight and
address many work-related issues, and by communicating a positive roadmap to
employees, poor performance can often be successfully improved.

There are several challenges associated with performance appraisals. For instance,
ratings night not adequately reflect the actual job performance exhibited by employees
because of a rater’s bias, misperceptions, or failure to watch employees work. Despite
these challenges, having no formal performance appraisal can weaken discipline in a
company and harm an employee’s ability to improve.

Performance Appraisal Objectives

The main objective of performance appraisals is to “measure and improve the

performance of employees and increase their future potential and value to the
company. They are also used to provide feedback, improve communication,
understand training needs, clarifying roles and responsibilities and determining how to
allocate rewards” (Milkovich, 2017, p. 387).

Other performance appraisal objectives include:

 Improving productivity and output - An employment contract is an agreement
to exchange money in return for productive time, so working to increasing
employees' productivity can be a way for companies to get the most out of their
salary and wage expenses.
 Reducing mistakes or waste - Increasing productivity can come at the expense
of product quality. Some employees may not have an issue with the speed of
their work, but they may have an issue with the quality of their contributions on
the job. Performance appraisals can identify and address employees who make
an unusually high number of mistakes.
 Self-improvement/Personal objectives - Employees and managers can work
together to develop personal objectives for each employee. Some employees may
set a goal of being on time to work more reliably, for example, or of taking on
new work tasks. Paying individual attention to each employee when setting
goals can boost workers' commitment to achieving appraisal objectives.
 Employee development goals - Employee development programs facilitate
employees' personal and professional growth through advanced training and
opportunities to take on new responsibilities. Performance reviews can be an
ideal setting in which to set objectives for achievement in employee development
initiatives.
 (Ingram, 2016, para. 2-5).

Theories Contributing to Performance Appraisals

Goal setting theory
Goal setting theory suggests that the individual goals established by an employee play
an important role in motivating employees. This is because the employees keep
following their goals. If these goals are not achieved, they either improve their
performance or modify the goals and make them more realistic. If the performance
improves, it will result in achievement of the performance management system goals
(Agarwal, 2011).

Expectancy theory
This theory suggest that individuals adjust their behavior in the organization on the
basis of anticipated satisfaction of valued goals set by them. The individuals modify
their behavior in a way that will most likely lead them to attain these goals. This theory
also believes that performance is influenced by the expectations concerning future
events (Argawal, 2011).

Lesson 2 Complete!
You completed the second lesson of this lecture. Please scroll down to complete the
Check Your Knowledge activity, in which you answer four True/False questions. You
will have unlimited attempts to do this activity, so do not worry if you do not get it
correct the first time. This is a non-graded activity.

Check your Knowledge #2

True or False: Performance appraisals are also known as performance reviews.

True or False: The first use of merit ratings took place in England around 1900.
(The first use of merit ratings took place in a Scottish cotton mill around 1800)
True or False: The main objective of performance appraisals is to measure and improve
the performance of employees and increase their future potential and value to the
company.
True or False: Reducing mistakes or waste is an employee performance objective.
True or False: Expectancy theory suggests that the individual goals established by an
employee play an important role in motivating employees.
(Goal setting theory)

Lesson 3: Performance appraisal methods

Companies have been using various methods of appraising employee performance.
Some of those methods include:
 Rating
  Ranking
 Comparison method
 360-degree appraisal
 Self-assessment method
 Trait system
 Behavioral method
 Goal-oriented method

Rating method
Rating is a commonly used traditional method of performance appraisal. Under this
approach, an employee is numerically rated from 1 to 10 on various job performance
criterions like attendance, attitude, performance, output, dependability, etc. Employees
may be ranked on overall performance or on various traits. The employee may be rated
by his/her superiors, colleagues or even customers, depending upon the nature of job
(Bajracharya, 2018).

Ranking method
Under this method, employees are ranked from the best to the worst according to their
performance level. The best performing employees are ranked #1 and the least
performing one is ranked the last. Based on these rankings, the companies may take any
actions, from promotion to termination (Bajracharya, 2018).

Comparison method
Under this method, the pairs of employees of same job post or level are formed,
following which they are evaluated on the basis of performance of each other. Subjects
like skills, experience, team player, behavior, etc. are evaluated by the raters and the
raters pick the best performing employee (Bajracharya, 2018).

360-degree appraisal method

This method requires feedback from everyone an employee works with. The 360-degree
feedback method looks at performance by gaining reviews from managers, co-workers,
subordinates and other metrics conducted by sales data or customer feedback. It takes a
holistic view of the employee from a performance and behavioral level. This method of
review is a good way to see if an employee is a good candidate for promotion and
leadership. The 360-degree method is also considered to be the most effective way of
appraising employee’s performance as information and feedback is collected from all
around (Leonard, 2019).

Self-assessment method
Self-assessment methods require the employee to rate themselves. As part of the self-
assessment, employees set their own goals for the next month or quarter. Some
managers believe self-evaluations are pointless because employees will give themselves
high scores. However, self-assessments give managers insight into the employee’s
thinking (Leonard, 2019). Take a look at the 3:10-minute video below published by CIO
Leadership on YouTube. After viewing the video, you will be able to answer the
following question:
 List 10 tips for making self-evaluations more meaningful.

Please click the link below to watch the video: 10 tips for making your self-evaluation
more meaningful

Video Takeaways
Tips for making your self-evaluation more meaningful include:
 Have a career path in place to achieve your goals. You should also keep an pen
dialogue to ensure that you are on the right track with your goals and priorities.
When completing the self-evaluation, be sure that you know how the evaluation
will be used. Also, it’s never a good idea to bash your employer. Keep the
evaluation 90% positive.

 You can highlight your strengths but keep a balance. If there is a weakness,
don’t be afraid to ask for training, if need. Lastly, if your evaluation does not
alight with your manager’s evaluation, take it in stride. Ask for guidance
throughout the year to avoid surprises on your evaluation.

Trait method
The trait method rates employees on the basis of a specific set of parameters such as:
problem solving skills, teamwork, communication, judgment, creativity and
innovation. Appraisals are typically scored using descriptors ranging from
unsatisfactory to outstanding (Bajracharya, 2018).

Behavioral method
The behavioral method rates employees on the extent to which they display successful
job performance behaviors. In contrast to trait and comparison methods, behavioral
methods rate objective job behaviors. To learn more about the behavior method of
evaluation, please watch the 2:05 – minutes video below published by Gregg Learning
on YouTube. After viewing the video, you will be able to answer the following
question:
 Differentiate between the trait method and behavioral method of evaluation

Click the link below to watch the video: Behavior Based Performance Systems

Video Takeaways
Unlike trait-focused methods, which emphasize generic personal characteristics,
behavior-based evaluation systems attempt to discern what a person actually does. The
relatively tangible, objective nature of these systems makes them more legally
defensible than personality scales.
A behaviorally anchored rating system (BARS) defines the dimensions to be evaluated
in behavioral terms and anchors or describes different performance levels. Such a rating
system relies on a customized analysis of the specific job and a breakdown of its
component parts. In contrast to trait-based formats, then, behavior-based methods tend
not to suffer from either vagueness or lack of job specificity. In fact, that is their strength
—they are customized for a job or job group.

Overall, then, whatever else trait- and behavior-based systems may do, they are largely
silent on the question of what an employee is to accomplish, as they do little to ensure
the alignment of goals and future plans except in areas denoted as deficient. For that
reason, like trait-based assessment instruments, behavior-based instruments are often
combined with a future-oriented or developmental component.

Goal-oriented method
The goal-oriented method of evaluation is also known as management by objectives
(MBO). This method of performance appraisal is common among sales staff but isn't
limited to that department. MOB reviews performance based on how well the employee
meets his goals. Goals could include sales numbers, deadline meetings or new
certifications. You can look at goals and see very clearly if an employee is meeting the
goals or not. This is a very black and white method of evaluation (Leonard, 2019).

Lesson 3 Complete!
You completed the third lesson of this lecture. Please scroll down to complete the
Check Your Knowledge activity, in which will match the method of evaluation to the
correct description. You will have unlimited attempts to do this activity, so do not
worry if you do not get it correct the first time. This is a non-graded activity.

Check your Knowledge #3

 Rating (b)
 Ranking (f)
 Comparison method (c)
 360-degree appraisal (h)
 Self-assessment method (d)
 Trait system (e)
 Behavioral method (g)
 Goal-oriented method (a)

a) This method of evaluation is also known as management by objectives (MBO).

b) An employee is numerically rated from 1 to 10 on various job performance
criterions like attendance, attitude, performance, output, dependability, etc.
 c) The pairs of employees of same job post or level are formed, following which
they are evaluated on the basis of performance of each other.
d) Requires the employee to rate themselves.
e) Rates employees on the basis of a specific set of parameters such as: problem
solving skills, teamwork, communication, judgment, creativity and innovation.
f) Employees are ranked from the best to the worst according to their performance
level
g) This method rates employees on the extent to which they display successful job
performance behaviors.
h) This method requires feedback from everyone an employee works with.

Lesson 4: Performance appraisal process

The six steps involved in process of performance appraisal are as follows:
1. Establish Performance Standards
2. Communicate Performance Expectation to Employee
3. Measure Actual Performance
4. Compare Actual Performance with Standards
5. Discuss the Appraisal with the Employee
6. Initiate Corrective Actions
(Chand, n.d.)

Establish Performance Standards

The appraisal process begins with the establishment of performance standards. The
managers must determine what accomplishments and skills will be evaluated. These
performance standards should also be clear and objective to be understood and
measured. Standards should not be expressed in an articulated or vague manner such
as “a good job” or “a full day’s work” as these vague phrases tells nothing (Chand,
n.d.).

Communicate Performance Expectation to Employee

Once the performance standards are established, this need to be communicated to the
respective employees so that they will know what is expected of them. Not
communicating standards to the employees can cause issues during the performance
appraisal process. It is also imperative that the information is not only communicated
to the employees but also understood by the employees (Chand, n.d.).

Measure Actual Performance

In this step, the actual performance of the employee is measured using personal
observation, statistical reports, oral reports, and written reports. Measurement must be
objective based on facts and findings. This is because what is measured is more
important to the evaluation process than how it is measured (Chand, n.d.).
Compare Actual Performance with Standards
In this stage, the actual performance is compared with the predetermined standards.
This step may reveal the deviation between standard performance and actual
performance and will enable the evaluator to proceed to the fifth step in the process, i.e.,
the discussion of the appraisal with the concerned employees (Chand, n.d.).

Discuss the Appraisal with the Employee

The fifth step in the appraisal process is to communicate to and discuss with the
employees the results of the appraisal. A discussion on appraisal enables employees to
know their strengths and weaknesses. This has an impact on their future performance.
The impact may be positive or negative depending on how the appraisal is presented
and discussed with the employees (Chand, n.d.).

Initiate Corrective Actions

The final step in the appraisal process is the initiation of corrective action when it is
necessary. The areas needing improvement are identified and then recommendations
are made on how to improve.
The corrective action can be of two types. One is immediate and deals predominantly
with symptoms. This action is called “putting out fires” (Chand, n.d., para. 12).
The other is basic and seeks to adjust the difference between the performance levels
permanently (Chand, n.d.). Managers often opt for the immediate action, or “put out
fires”. Training, coaching, counselling, etc. is the common examples of corrective
actions that managers initiate to improve the employee performance (Chand, n.d.).

Errors in the Performance Appraisal Process

The most common errors in the performance appraisal process include bias errors and
contrast errors.

Bias Errors
Bias errors happen when the rater evaluates an employee based on a personal negative
or positive opinion of the employee rather than on the employee’s actual performance.

Four ways supervisors may bias evaluation results are:

 First impression effects – managers may make an initial favorable or
unfavorable judgment about an employee and then ignore or distort the
employee’s actual performance based on this impression.

 Positive and negative halo effects – occurs when a rater generalizes an

employee’s good or bad behavior on one aspect of the job to all other aspects of
the job. Please watch the 1:28-minutes YouTube video below published by
InsideOutDev for an example of positive halo effect bias.
Click the link below to watch the video: The Halo Effect | Bias in Performance
Management | Ep. 5
 Video Takeaways
The halo effect occurs when our impression of someone is skewed by one
positive trait, leading us to make generalizations about them as a whole. In the
video, the manager was impressed by the employee’s former sports status and it
resulted in a biased evaluation.

 Similar-to-me effects – the rater tends to judge employers that they perceive to
be like themselves more favorably. Please watch the 1:23-minutes YouTube
video below published by InsideOutDev for an example of similarity bias.
Click the link below to watch the video: Similarity Bias | Bias in Performance
Management | Ep. 2

Video Takeaways
Similarity bias occurs because people are more likely to imitate cultural models
they see as similar to themselves, based on specific traits like age, ethnicity,
gender, and geographic location. In the video, the manager had similar hair and
physical traits as the employee. This caused her evaluation to be biased in her
favor.

 Illegal discriminatory bias – the supervisor rates members of his or her race, sex,
nationality or religion more favorably than members of other classes.
(Petersen, 2019).

Contrast Errors
Supervisors make contrast errors when they compare an employee with other
employees rather than to specific, explicit performance standards. Please watch the
3:20-minute YouTube video below published by InsideOutDev for an example of
contrast bias. Click the link below to watch the video:

Contrast Bias | Bias in Performance Management | Ep. 7

Video Takeaways
In the video, the manager compared the gentleman’s work to that of the other
employee. This caused the manager to have contrast bias because each employee
should be evaluated on their individual merit, rather than compared to the work of co-
workers.
How to eliminate bias and errors
Eliminating bias and error in performance appraisals is a critical responsibility for
supervisors, managers and human resources staff. Ways to eliminate bias errors
include:
1. Complete supervisor training on the fundamentals of performance management,
including your company’s philosophy and practices. Leadership training on
performance management also includes when and how to administer
disciplinary warnings, corrective action and suspensions, how to provide
employees with constructive feedback throughout the evaluation process and
how to conduct annual employee evaluation meetings.
2. Study the types of bias and errors most common in performance appraisals.
When supervisors give unequal weight to employee job tasks, it can produce an
inaccurate performance appraisal. Errors can occur when supervisors look only
at employee performance for the most recent period instead of the full evaluation
period.
3. Review employee documents to gain a complete picture of past performance.
Contact employees’ supervisors in other departments when it’s difficult to piece
together work history and performance for long-term employees. Make note of
discrepancies in earlier performance appraisals that may compound later
performance issues.
4. Obtain the correct appraisal forms from your human resources department.
Supervisors and managers with small companies that don’t have dedicated
human resources departments can check online sources for performance
evaluation templates and forms.
5. Read the performance standards for all the job duties and tasks for which the
employee is responsible. Look at her performance throughout the entire
evaluation period as objectively as possible. Gather documents that support
performance, such as sales records, call logs, reports and other materials that
measure the employee’s work quantitatively.
6. Compare the performance standards to the employee’s actual work.
7. Draft the performance appraisal form and attach supporting documentation. If
possible, ask a colleague to review your draft or ask a member of the human
resources staff to read the performance appraisal draft. Review it the next day
with a fresh set of eyes. Read the evaluation from your perspective and then put
yourself in the employee’s position, reading from his perspective.
(Mayhew, n.d., para. 2-8).

Lesson 4 Complete!
You completed the fourth lesson of this lecture. Please scroll down to complete the
Check Your Knowledge activity, in which you answer four True/False questions. You
will have unlimited attempts to do this activity, so do not worry if you do not get it
correct the first time. This is a non-graded activity.
Check your Knowledge #4
True or False: “Measure actual performance” is the final step of the performance
appraisal process.
(Establish Performance Standards)
True or False: Bias errors happen when the rater evaluates an employee based on a
personal negative or positive opinion of the employee rather than on the employee’s
actual performance.
True or False: Supervisors make contrast errors when they compare an employee with
other employees rather than to specific, explicit performance standards.
True or False: Compare the performance standards to the employee’s actual work is one
way to eliminate bias and errors.

Conclusion
Performance management uses performance appraisals to evaluate an employee’s
work. Proper steps must be taken to ensure that the employee is aware of the
evaluation criteria and how the information impacts their employment and/or pay. To
ensure evaluation are conducted fairly, standard procedures must be followed to ensure
all employees are evaluated using the same metrics. Factors such as bias and errors
should be eliminated as much as possible to keep the process fair and transparent.

References:
Agarwal, A. (2011, November 3). Models and Theories of Performance Management
System. Retrieved from https://www.projectguru.in/publications/models-and-
theories-of-performance-management-system.

Bajracharya, S. (2018, January 11). Performance Appraisal Methods. Retrieved from

https://www.businesstopia.net/human-resource/performance-appraisal-methods

Brooks, S. (2016, October 12). A Brief History of Performance Management. Retrieved

from https://www.peoplehr.com/blog/2015/03/25/a-brief-history-of-performance-
management/

CIO. (2018, March 26). 10 Tips for making your self-evaluation more meaningful.
Retrieved from https://youtu.be/-blNWDCjDcQ.

Chand, S. (n.d.). Steps Involved in Process of performance Appraisal

Go2HR. (n.d.). Key Components of an Effective Performance Management System.
Retrieved from https://www.go2hr.ca/performance-management/key-
componentsof an-effective-performance-management-system

Gregg Learning. (2018, August 29). What is Performance Management?

Retrieved from https://youtu.be/BoyY1yPTLP4. (Referenced in Lesson 1)

Gregg Learning. (2018, August 18). Performance Appraisals. Retrieved from

https://youtu.be/EwOtrqEO8wA. (Referenced in Lesson 2)

Gregg Learning. (2019, October 10). Behavior Based Performance Systems. Retrieved
from https://youtu.be/eEOL0DHufSg. (Referenced in Lesson 3)

Hearn, S. (2018, December 17). Performance Management Trends of 2019. Retrieved

from https://www.clearreview.com/performance-management-trends-of-2019.

HR Zone Website. (n.d.). Retrieved from

https://www.hrzone.com/hr-glossary/what-is-a-performance-appraisal.

Ingram, D. (2019, March 6). Examples of Performance Appraisal Objectives. Retrieved

from https://smallbusiness.chron.com/examples-performance-appraisal-objectives-
10623.html.

InsideOutDev. (2019, January 16). The Halo Effect | Bias in Performance Management.
Retrieved from https://youtu.be/Txv4CXKKmM8.

InsideOutDev. (2019, January 16). Similarity Bias | Bias in Performance Management.

Retrieved from https://youtu.be/lcgOvA9yUw0.

InsideOutDev. (2019, January 16). Contrast Bias | Bias in Performance Management.

Retrieved from https://youtu.be/HOC6l1BOM4A.

KennAlignment Website. (2011, October 24). Retrieved from

https://www.keenalignment.com/performance-management-success/.

Leonard, K. (2019, February 5). What Are the Different Types of Performance
Appraisal? Retrieved from https://smallbusiness.chron.com/different-types-
performance-appraisal-1904.html
Mayhew, R. (n.d.). How to Eliminate Bias and Error in Performance Appraisals.
Retrieved from https://smallbusiness.chron.com/eliminate-bias-error-performance-
appraisals-11187.html.

Milkovich, G. (2017). Compensation. New York, NY: McGraw-Hill.

Office of Personnel Management Website. (n.d.) Retrieved from

https://www.opm.gov/policy-data-oversight/performance-management/overview-
history/#url=Overview .

Petersen, L. (2019, March 6). 9 Common Errors in performance Appraisals.

Retrieved from https://smallbusiness.chron.com/9-common-errors-performance-
appraisals-39701.html

Schrage, M., & Hancock, B. (2019, March 26). 5 Facets of Performance Management
For the Future. Retrieved from https://blog.hrps.org/blogpost/5-Facets-of-
Performance-Management-for-the-Future