Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Performance Management and Appraisal
9
Chapter 6-1
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Learning Objectives
1. Define performance management and discuss how it differs from performance appraisal.
2. Describe the appraisal process.
3. Set effective performance appraisal standards.
Chapter 9-2
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Learning Objectives4. Develop, evaluate, and administer
at least four performance appraisal tools.
5. Explain and illustrate the problems to avoid in appraising performance.
Chapter 9-3
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Learning Objectives6. Discuss the pros and cons of using
different raters to appraise a person’s performance.
7. Perform an effective appraisal interview.
Chapter 9-4
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Define performance management and discuss
how itdiffers from performance
appraisal.
Chapter 9-5
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Basic Concepts In Performance
Management and Appraisal• The performance appraisal process• Why appraise performance?• The importance of continuous
feedback• Performance managementoDefinition
Chapter 9-6
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Review
• The process • Why do it?• Continuous feedback• Performance management
Chapter 9-7
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Describe the appraisal process.
Chapter 9-8
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The Performance Appraisal Process
• Why appraise performance?• Continuous feedback• Performance management
Chapter 9-9
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Review• Pay and promotions• Planning• Career planning• Training and development• Ongoing feedback• Teamwork and change
Chapter 9-10
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Set effective performance appraisal standards.
Chapter 9-11
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Employee’s Goals and
Performance Standards• HR in practice: how to set effective
goalsoAssign specific goalsoAssign measurable goalsoAssign challenging but doable goalsoEncourage participation
Chapter 9-12
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Employee’s Goals and
Performance Standards
• Basing appraisal standards on required competencies
• The role of job descriptions
Chapter 9-13
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Who Should Do the Appraising?
• Peer appraisals• Rating committees• Self-ratings• Appraisal by subordinates• 360-degree feedback
Chapter 9-14
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Techniques for Appraising Performance
• Graphic rating scale method
• What to rate?
Chapter 9-15
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Review
• Effective goals• Competencies• Job descriptions• Appraisers
Chapter 9-16
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Develop, evaluate, and administer at least four
performance appraisal tools.
Chapter 9-17
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Performance Appraisal Tools
• Alternation ranking • Paired comparison • Forced distribution • Critical incident • Narrative forms• Behaviorally Anchored Rating Scales
(BARS)Chapter 9-18
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Performance Appraisal Tools
• Mixed standard scales• Management by objectives (MBO)• Computerized and web-based
performance appraisal• Electronic performance monitoring
(EPM)
Chapter 9-19
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Review
• BARS• Scales• MBO• Computerized• EPM
Chapter 9-20
• Alternation• Pairs• Distribution• Incidents• Narratives
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Explain and illustrate the problems to avoid in
appraising performance.
Chapter 9-21
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Dealing with Appraisal Problems and Interviews
• Potential appraisal problemsoUnclear standardsoHalo effectoCentral tendencyoLeniency or strictnessoRecency effectsoBias
Chapter 9-22
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Discuss the pros and cons of using different
raters to appraise a person’s performance.
Chapter 9-24
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Guidelines for Effective Appraisals
• Know the problems• Use the right tool• Keep a diary• Get agreement on a plan• Ensure fairness• Appraisals and the law
Chapter 9-25
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Review• Problems• Tools• Records• Fairness• Legal• Ethics
Chapter 9-26
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Perform an effective appraisal interview.
Chapter 9-27
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing the Appraisal Interview
• Types of appraisal interviews• How to conduct the appraisal
interviewoObjective dataoDon’t get personaloEncouragementoAgreement
Chapter 9-28
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Managing the Appraisal Interview
• Handling a defensive subordinate• Criticizing a subordinate• The formal written warning• Realistic appraisals
Chapter 9-29
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Performance Management
• Performance management vs. appraisals
• Information technology • Talent management • Appraisal and active management• Segmenting employees
Chapter 9-30
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Performance Management Summary
• Direction sharing• Goal alignment• Ongoing performance monitoring• Ongoing feedback• Coaching and developmental• Recognition and rewards
Chapter 9-31
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Review
• Type of interviews• Defensiveness• Criticism• Warnings• Realism• Performance management vs.
appraisals• Talent management
Chapter 9-32
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
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Chapter 9-33