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7/24/2019 9. Performance Mgt and Appraisal Ch09.ppt
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2005 Prentice Hall Inc.All rights reserved.
PowerPoint Presentation by Charlie CookThe University o !est Alaba"a
t e n t h e d i t i o n
GaryGary
DesslerDessler
Cha#terCha#ter$$ PartPart %% Training and &evelo#"entTraining and &evelo#"ent
Performance ManagementPerformance Management
and Appraisaland Appraisal
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After studying this chapter,After studying this chapter,
you should be able to:you should be able to:
1. Describe the appraisal process.
2. Develop, evaluate, and administer at least fourperformance appraisal tools.
3. Explain and illustrate the problems to avoid inappraising performance.
4. List and discuss the pros and cons of six appraisalmethods.
5. erform an effective appraisal intervie!.
". Discuss the pros and cons of using different ratersto appraise a person#s performance.
2005 Prentice Hall Inc. All rights reserved. 2005 Prentice Hall Inc. All rights reserved. $'$'22
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Comparing Performance Appraisal
and Performance Managementerformance appraisal Evaluating an employees current and/or
past performance relative to his or her
performance standards.erformance management
The process employers use to make sureemployees are orking toard
organi!ational goals. Employees individual goals point towards overall
strategic direction
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"hy Performance Management#
$ncreasing use b% emplo%ers of performancemanagement reflects&
The popularity of the total $ualitymanagement %T&M' concepts.
The (elief that traditional performanceappraisals are often not )ust useless (utcounterproductive.
The necessity in todays glo(ally
competitive industrial environment for everyemployees e*orts to focus on helping thecompany to achieve its strategic goals.
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Continuous improvement
' management philosoph% that re(uiresemplo%ers to continuousl% set and
relentlessl% meet ever)higher (ualit%, cost,
deliver%, and availabilit% goals b%&
Eradicating the seven astes+
overproduction, defective products, and unnecessary
downtime, transportation, processing costs, motion, and
inventory.
,e$uiring each employee to continuouslyimprove his or her on personalperformance- from one appraisal period tothe net.
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An ntroduction to Appraising
Performance*h% appraise performance+ Appraisals play an integral role in the
employers performance managementprocess.
Appraisals help in planning for correctingde0ciencies and reinforce things donecorrectly.
Appraisals- in identifying employee strengthsand eaknesses- are useful for careerplanning
Appraisals a*ect the employers salary raisedecisions.
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,ealistic Appraisals
he tool !ill - matter if the appraisal isn#t
accurate/otivations for soft 0less)than)candid appraisals
The fear of having to hire and train someonene
The unpleasant reaction of the appraisee A company appraisal process thats not
conducive to candor
aards of giving soft appraisals
Employee loses the chance to improve (efore(eing forced to change )o(s.
1asuits arising from dismissals involvinginaccurate performance appraisals.
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2e0ning 3oals and "ork E*orts
uidelines for effective goals Assign speci0c goals
Assign measura(le goals
Assign challenging (ut doa(le goals
Encourage participation/'6 goals are&
Speci0c- and clearly state the desired results.
Measura(le in ansering 4ho much.5
Attaina(le- and not too tough or too easy.
Relevant to hats to (e achieved.
Timely in re6ecting deadlines and milestones.
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Performance Appraisal ,olesupervisors
7sually do the actual appraising. Must (e familiar ith (asic appraisal
techni$ues.
Must understand and avoid pro(lems that can
cripple appraisals. Must kno ho to conduct appraisals fairly. Give the employee advance notice
Give the employee an advance copy of the appraisal
Must 8E P,EPA,E2.
Review prior performance appraisals Review any notes taen regarding employees performance
!E "AM#$#AR with the employees %o&
What r!"ects the# are $!r%ing !n& etc.
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Performance Appraisal ,oles%contd'
6 department 9erves a policy:making and advisory role.
Provides advice and assistance regardingthe appraisal tool to use.
Prepares forms and procedures and insiststhat all departments use them.
,esponsi(le for training supervisors toimprove their appraisal skills.
,esponsi(le for monitoring the system toensure that appraisal formats and criteriacomply ith EE; las and are up to date.
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9teps in Appraising Performance
Defining the 7ob Making sure that you and your su(ordinate
agree on his or her duties and )o( standards. 'eres where that %o& description comes in handy..
'ppraising performance Comparing your su(ordinates actualperformance to the standards that have (eenset< this usually involves some type of ratingform.
roviding feedbac8
2iscussing the su(ordinates performance andprogress- and making plans for anydevelopment re$uired.
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2esigning the Appraisal Tool
*hat to measure+ "ork output %$uality and $uantity'
Personal competencies
3oal %o()ective' achievemento! to measure+
3raphic rating scales
Alternation ranking method M8;
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Performance Appraisal Methods
raphic rating scale A scale that lists a num(er of traits and a
range of performance for each that is usedto identify the score that (est descri(es an
employees level of performance for eachtrait.
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3raphic,ating
9cale ith9pace for
Comments
(ig)re $'%
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Portion of an Administrative 9ecretarys9ample Performance Appraisal =orm
(ig)re $'*ource& (ames !uford (r., !ettye !urhalter, and Grover (aco&s, )$in (o&
*escription to Performance Appraisals,+ ersonnel 9ournal, (une -, pp. /01/2.
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Performance
Management;utline
(ig)re $'5aource& www.cwru.edu.
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'7(ig)re $'5b
PerformanceManagement
;utline
%contd'
ource& www.cwru.edu.
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PerformanceManagement
;utline%contd'
(ig)re $'5cource& www.cwru.edu.
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Performance Appraisal Methods%contd'
'lternation ran8ing method ,anking employees from (est to orst on a
particular trait- choosing highest- thenloest- until all are ranked.
aired comparison method ,anking employees (y making a chart of all
possi(le pairs of the employees for eachtrait and indicating hich is the (etter
employee of the pair.
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Alternation ,anking 9cale
(ig)re $'+
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,anking Employees (y thePaired Comparison Method
(ig)re $',
Note: + means better than. - means worse than. For each chart, add up
the number of 1s in each column to get the highest-raned emplo!ee.
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Performance Appraisal Methods%contd'
:orced distribution method 9imilar to grading on a curvelenienc%The pro(lem that occurs hen a supervisor
has a tendency to rate all su(ordinateseither high or lo.
;ias
The tendency to allo individual di*erencessuch as age- race- and se to a*ect the
appraisal ratings employees receive.
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Do to Avoid Appraisal Pro(lems
Learn and understand the potential problems,and the solutions for each.
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"ho 9hould 2o the Appraising#
he immediate supervisoreers
6ating committees
Employees supervisor and ?:@ other
supervisors
elf)ratings
ubordinates
3"@)Degree feedbac8
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Advantages and 2isadvantages of AppraisalTools
Table $'%
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The Appraisal ntervie
%pes of appraisal intervie!s 9atisfactoryPromota(le
9atisfactoryFot promota(le
7nsatisfactoryCorrecta(le
#mmediately followed &y some form of a 8AP
7nsatisfactory7ncorrecta(le
o! to conduct the appraisal intervie!
Talk in terms of o()ective ork data.
2ont get personal.
Encourage the person to talk.
2ont tiptoe around.
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The Appraisal ntervie %contd'
o! to handle a defensive subordinate ,ecogni!e that defensive (ehavior isnormal.
Fever attack a persons defenses.
Postpone action. ,ecogni!e your on limitations.
@ou are their &oss 1 not their shrin
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The Appraisal ntervie %contd'
o! to criticie a subordinate 2o it in a manner that lets the person
maintain his or her dignity and sense oforth.
Critici!e in private- and do it constructively.
Avoid once:a:year 4critical (roadsides5 (ygiving feed(ack on a daily (asis- so that theformal revie contains no surprises.
Fever say the person is 4alays5 rong
Criticism should (e o()ective and free of anypersonal (iases on your part.
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The Appraisal ntervie %contd'
o! to ensure the intervie! leads toimproved performance
2ont make the su(ordinate feel threatenedduring the intervie.
3ive the su(ordinate the opportunity topresent his or her ideas and feelings and toin6uence the course of the intervie.
Dave a helpful and constructive supervisor
conduct the intervie.
;*er the su(ordinate the necessary supportfor development and change.
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The Appraisal ntervie %contd'
o! to handle a formal !ritten !arning Purposes of the ritten arning
Purpose is to 8'AGE !E'AB#CR
Do shae your employee out of &ad ha&its.
'elp you defend your rating, &oth to your own &oss and
9if needed: to the courts.
"ritten arnings should+
#dentify standards &y which employee is %udged.
Mae clear that employee was aware of the standard.
pecify deficiencies relative to the standard.
#ndicates employees prior opportunity for correction.
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Creating the Total PerformanceManagement Process A*hat is our strateg% and !hat are our
goals+B
A*hat does this mean for the goals !e set for
our emplo%ees, and for ho! !e train,appraise, promote, and re!ard them+B
*hat !ill be the technological support
re(uirements+
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Gey Terms
#eror"ance a##raisal
#eror"ance "anage"ent
gra#hic rating scale
alternation ranking "ethod
#aired co"#arison "ethod
orced distrib)tion "ethod
critical incident "ethod
behaviorally anchored rating
scale /A1
"anage"ent by ob3ectives4/
electronic #eror"ance
"onitoring 6P4
)nclear standards
halo eect
central tendency
strictness7leniency
bias
a##raisal interview