Appraising Performance

Chapter 6

© 2002 Prentice Hall, Inc.

Objectives 
  

Explain the purpose of performance appraisal. Answer the question, ´Who should do the appraising?µ Discuss the pros and cons of as least eight performance appraisal methods. Explain how to conduct an appraisal feedback interview.
© 2002 Prentice Hall, Inc.

Chapter 6 Overview  

 

An introduction to appraising performance Basic appraisal methods The appraisal feedback interview Toward more effective appraisals

© 2002 Prentice Hall, Inc.

Performance Appraisal

Evaluating an employee·s current or past performance relative to his or her performance standards.

© 2002 Prentice Hall, Inc.

Why Appraise Performance?   

Appraisals provide important input for promotion and salary decisions. Appraisals let the boss and subordinate develop a plan for correcting any deficiencies and reinforce the things the subordinate does correctly. Appraisals provide the opportunity to review an employee·s career plans.
© 2002 Prentice Hall, Inc.

Who Should Do the Appraising? 
    

Manager Peer appraisal Rating committees Self-ratings Appraisals by subordinates 360-degree feedback

© 2002 Prentice Hall, Inc.

Basic Appraisal Methods
Graphic rating scale method  Alternation ranking method  Paired comparison method  Forced distribution method  Critical incident method 

© 2002 Prentice Hall, Inc.

More Basic Appraisal Methods
Behaviorally anchored rating scales  Management by objectives  Computerized and webbased appraisals  Electronic performance monitoring 

© 2002 Prentice Hall, Inc.

The Appraisal Feedback Interview 

Preparing for the appraisal interview Conducting the interview 

© 2002 Prentice Hall, Inc.

Dealing with Common Appraisal Problems
Unclear standards  Halo Effect  Central tendency  Leniency and strictness  Bias 

© 2002 Prentice Hall, Inc.

Making Sure Your Appraisals are Defensible 
 

Develop appraisal criteria from documented job analyses. Communicate performance standards to employees in writing. Base appraisals on separate evaluations of each of the job·s performance dimensions.
© 2002 Prentice Hall, Inc.

Making Sure Your Appraisals are Defensible 
 



Include an employee appeals process. One appraiser should never have absolute authority to determine a personnel action. Document all information bearing on a personnel decision in writing. Train supervisors in the use of the appraisal instruments.
© 2002 Prentice Hall, Inc.

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