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    Chapter 7

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    Shairrah Sainz
    The document discusses evaluating employee performance in multiple steps. It identifies limitations like overworked supervisors and lack of funding. It determines who will evaluate including supervisors, peers, subordinates, customers, and self-appraisals. The document also discusses selecting the best appraisal methods and different dimensions to focus on like traits, competencies, tasks, and goals.

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    Chapter 7

    Uploaded by

    Shairrah Sainz
    27 views2 pages
    The document discusses evaluating employee performance in multiple steps. It identifies limitations like overworked supervisors and lack of funding. It determines who will evaluate including supervisors, peers, subordinates, customers, and self-appraisals. The document also discusses selecting the best appraisal methods and different dimensions to focus on like traits, competencies, tasks, and goals.

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    CHAPTER 7

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    The document discusses evaluating employee performance in multiple steps. It identifies limitations like overworked supervisors and lack of funding. It determines who will evaluate including supervisors, peers, subordinates, customers, and self-appraisals. The document also discusses selecting the best appraisal methods and different dimensions to focus on like traits, competencies, tasks, and goals.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    27 views2 pages

    Chapter 7

    Uploaded by

    Shairrah Sainz
    The document discusses evaluating employee performance in multiple steps. It identifies limitations like overworked supervisors and lack of funding. It determines who will evaluate including supervisors, peers, subordinates, customers, and self-appraisals. The document also discusses selecting the best appraisal methods and different dimensions to focus on like traits, competencies, tasks, and goals.

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    You are on page 1of 2

    CHAPTER 7 Step 2: Identify Environmental and Cultural

    EVALUATING EMPLOYEE PERFORMANCE Limitations

    1. Supervisors = overworked - elaborate, time-


    Step 1: Determine the Reason for Evaluating consuming performance appraisal system
    Employee Performance NOT SUCCESSFUL

    2. No money available merit pay, = numerically


    Forced-choice rating scale complex system become frustrating =
    - excellent determining compensation/ terrible evaluation NOT seriously
    training purposes
    - supervisor, behaviors, forced choose most 3. Environment employees = cohesive, - peer
    typical ratings reduce cohesiveness

    360-degree feedback
    - excellent source improving employee Step 3: Determine Who Will Evaluate Performance
    performance, NOT - salary increases
    360-degree feedback - feedback obtained multiple
    sources (supervisors, subordinates, & peers)
    Providing Employee Training and Feedback - source of training & employee development
    Performance appraisal review - seldom used in appraisal process
    - excellent time meet employees/ discuss
    strengths & weaknesses Multiple-source feedback - employee receives
    - meeting from supervisor/subordinate feedback from sources (e.g., clients, subordinates,
    performance appraisal results peers)

    Supervisors - common source of performance


    Determining Salary Increases appraisal
    Difference compensation (two individuals within the 1. Direct supervisor - sole source
    same job) - function (tenure/job performance) employee’s evaluation

    Peers – actual behavior


    Making Promotion Decisions - come from employees who work directly with
    1. senior = unions an employee
    Peter Principle - certain employees = lenient in their peer
    - the promotion of employees reaches highest ratings
    level of incompetence
    2. performance evaluation = care Subordinates
    1. Subordinate feedback (upward feedback)
    important component of 360-degree
    Making Termination Decisions feedback (subordinates provide different
    Performance management techniques NOT view supervisor’s behavior)
    successful, results of a performance = terminate o supervisors open to employee
    employee comment
    o ratings made anonymously
    o ratings developmental purposes
    Conducting Personnel Research o feels competent make the rating
    - organizations, union contracts forbid =
    performance evaluations 2. Subordinate ratings - difficult obtain
    employees fear backlash unfavorably rate
    their supervisor (supervisor has only one or  employee’s knowledge, skills, and
    two subordinates) abilities
    o writing skills, oral presentation skills, and
    3. “called on the carpet” – audacity rate boss driving skills
    poorly o easy provide feedback/ suggest steps
    necessary correct deficiencies
    Customers - filing complaints/complimenting manager C. Task-Focused Performance Dimensions
    about one of her employees  similarity of tasks performed
     POLICE - following radio
    secret shoppers - current customers who procedures/court testimony
    enlisted by company to periodically evaluate o ADVANTAGE - easier to evaluate
    service they receive performance
    o DISADVANTAGE - more difficult offer
    Self-Appraisal - evaluate her own behavior &
    suggestions
    performance
    o suffer from leniency
    D. Goal-Focused Performance Dimensions
    o correlate only moderately with  preventing crimes from occurring,
    actual performance finishing shift without personal
    o poorly w/ subordinate – injury, and minimizing number of
    management ratings citizen complaints
    o ADVANTAGE - easier for employee
    Note: understand certain behaviors expected
    a. accurate when self-appraisal not used
    (administrative purposes - raises or Contextual Performance
    promotion) - effort an employee makes get along with
    b. employees understand performance peers, improve the organization, and perform
    appraisal system tasks needed but not necessarily official part
    c. employees believe objective record of - Prosocial organizational behaviors
    performance = available supervisor can - (integrity tests, personality inventories)
    compare self-appraisal
    Decision 2: Should Dimensions Be Weighted?

    Step 4: Select the Best Appraisal Methods to


    Accomplish Your Goals

    Criteria - ways describing employee success

    Decision 1: Focus of the Appraisal Dimensions


    A. Trait-Focused Performance Dimensions
     employee attributes, dependability,
    honesty, and courtesy
    o not good idea provide poor feedback
    o not result in employee development growth
    o “be more responsible and friendly”

    B. Competency-Focused Performance
    Dimensions

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