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    Chapter 10 Human Resource Management

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    JonathanHindi
    The document discusses performance appraisal and management. It defines performance appraisal as assessing an employee's performance and providing feedback to motivate, correct, and develop their work. Performance management is ensuring an employee's performance supports organizational strategic goals through setting standards, appraising performance, and ongoing feedback. The document provides guidelines for setting goals and outlines various performance appraisal methods like rating scales, management by objectives, and computer-based systems. It discusses best practices for conducting effective appraisals and addressing problems.

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    Chapter 10 Human Resource Management

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    JonathanHindi
    142 views27 pages
    The document discusses performance appraisal and management. It defines performance appraisal as assessing an employee's performance and providing feedback to motivate, correct, and develop their work. Performance management is ensuring an employee's performance supports organizational strategic goals through setting standards, appraising performance, and ongoing feedback. The document provides guidelines for setting goals and outlines various performance appraisal methods like rating scales, management by objectives, and computer-based systems. It discusses best practices for conducting effective appraisals and addressing problems.

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    The document discusses performance appraisal and management. It defines performance appraisal as assessing an employee's performance and providing feedback to motivate, correct, and develop their work. Performance management is ensuring an employee's performance supports organizational strategic goals through setting standards, appraising performance, and ongoing feedback. The document provides guidelines for setting goals and outlines various performance appraisal methods like rating scales, management by objectives, and computer-based systems. It discusses best practices for conducting effective appraisals and addressing problems.

    Copyright:

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    Download as PDF or read online from Scribd
    Download as pdf
    142 views27 pages

    Chapter 10 Human Resource Management

    Uploaded by

    JonathanHindi
    The document discusses performance appraisal and management. It defines performance appraisal as assessing an employee's performance and providing feedback to motivate, correct, and develop their work. Performance management is ensuring an employee's performance supports organizational strategic goals through setting standards, appraising performance, and ongoing feedback. The document provides guidelines for setting goals and outlines various performance appraisal methods like rating scales, management by objectives, and computer-based systems. It discusses best practices for conducting effective appraisals and addressing problems.

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    HUMAN RESOURCE MANAGEMENT

    Global Edition 12e

    Performance Appraisal

    Part 3 Training and Development

    Basic Concepts in Performance Management and Appraisal


    Performance Appraisal Performance Management
    An integrated approach to ensuring that an employees performance supports and contributes to the organizations strategic aims.

    Setting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance.

    92

    Defining the Employees Goals and Work Standards


    Guidelines for Effective Goal Setting

    Set SMART goals

    Assign specific goals

    Assign measurable goals

    Assign challenging/ doable goals

    Encourage participation

    93

    Setting SMART Goals


    Specific, and clearly state the desired results. Measurable in answering how much. Attainable, and not too tough or too easy. Relevant to whats to be achieved. Timely in reflecting deadlines and milestones.

    94

    An Introduction to Appraising Performance


    Why Appraise Performance?
    1

    Is basis for pay and promotion decisions. Plays an integral role in performance management.

    2 3

    Helps in correcting deficiencies and reinforcing good performance.


    Is useful in career planning.

    95

    Performance Appraisal Roles


    The Supervisors Role
    Usually do the actual appraising Must be familiar with basic

    appraisal techniques
    Must understand and avoid

    problems that can impede appraisals


    Must know how to conduct

    appraisals fairly

    96

    Performance Appraisal Roles (contd)


    The HR Departments Role
    Serves a policy-making and advisory role. Provides advice and assistance regarding the appraisal

    tool to use.
    Trains supervisors to improve their appraisal skills. Monitors the appraisal system effectiveness.

    97

    Effectively Appraising Performance


    Steps in Appraising Performance
    1

    Defining the job and performance criteria Appraising performance

    2
    3

    Providing feedback session

    98

    Designing the Appraisal Tool


    What to Measure?
    Work output (quality and quantity) Personal competencies Goal (objective) achievement

    How to Measure?
    Actual job duties

    Behavioral competencies

    99

    Performance Appraisal Methods


    Appraisal Methodologies
    1

    Graphic rating scale Alternation ranking Paired comparison Forced distribution Critical incident

    Narrative forms

    2
    3 4 5

    7
    8 9 10

    Behaviorally anchored rating scales (BARS)


    Management by objectives (MBO)

    Computerized and Web-based performance appraisal


    Merged methods

    910

    Behaviorally anchor Rating Scale (BARS)


    Developing a BARS
    1. Write critical incidents

    Advantages of BARS
    A more accurate gauge

    2. Develop performance

    Clearer standards
    Feedback Independent dimensions

    dimensions
    3. Reallocate incidents 4. Scale the incidents 5. Develop a final

    Consistency

    instrument

    911

    Management by Objectives (MBO)


    A comprehensive and formal organizationwide goal-setting and appraisal program requiring:
    1. Setting of organizations goals 2. Setting of departmental goals 3. Discussion of departmental goals

    4. Defining expected results (setting individual goals)


    5. Conducting periodic performance reviews 6. Providing performance feedback

    912

    Using MBO

    Potential Problems with MBO

    Setting unclear objective

    Time-consuming appraisal process

    Conflict with subordinates over objectives

    913

    Computerized and Web-Based Performance Appraisal Systems


    Allow managers to keep notes on subordinates. Notes can be merged with employee ratings. Software generates written text to support appraisals. Allows for employee self-monitoring and self-evaluation.

    Electronic Performance Monitoring (EPM) Systems


    Use computer network technology to allow managers access to

    their employees computers and telephones. Managers can monitor the employees rate, accuracy, and time spent working online.

    914

    Dealing with Performance Appraisal Problems


    Potential Rating Scale Appraisal Problems

    Unclear standards

    Halo effect

    Central tendency

    Strictness

    Bias

    915

    Guidelines for Effective Appraisals


    How to Avoid Appraisal Problems

    Know the problems

    Use the right tool

    Keep a diary

    Get agreement on a plan

    Be fair

    916

    Choosing the Right Appraisal Tool


    Criteria for Choosing an Appraisal Tool

    Accessibility

    Ease-of-use

    Employee acceptance

    Accuracy

    917

    Who Should Do the Appraising?

    Immediate supervisor

    Self-rating

    Peers

    Potential Appraisers

    Subordinates

    Rating committee

    360-degree feedback

    918

    The Appraisal Interview

    SatisfactoryPromotable

    Types of Appraisal Interviews

    SatisfactoryNot Promotable
    UnsatisfactoryCorrectable UnsatisfactoryUncorrectable

    919

    Appraisal Interview Guidelines


    Guidelines for Conducting an Interview

    Talk in terms of objective work data

    Dont get personal

    Encourage the person to talk

    Get agreement

    920

    Handling Defensive Responses


    How to Handle a Defensive Subordinate
    1

    Recognize that defensive behavior is normal. Never attack a persons defenses.

    2 3

    Postpone action.
    Recognize your own limitations.

    921

    How to Deliver Criticism


    How to Criticize a Subordinate
    1 2 3 4 5

    Do it in a manner that lets the person maintain his or her dignity and sense of worth. Criticize in private, and do it constructively. Give daily feedback so that the review has no surprises. Never say the person is always wrong. Criticism should be objective and free of biases.

    922

    Formal Written Warnings


    Purposes of a Written Warning
    To shake your employee out of bad habits. To help you defend your rating, both to your own boss and (if

    needed) to the courts.

    A Written Warning Should:


    Identify standards by which employee is judged.

    Make clear that employee was aware of the standard.


    Specify deficiencies relative to the standard. Indicate employees prior opportunity for correction.

    923

    Performance Management
    Performance Management
    Is the continuous process of identifying, measuring, and

    developing the performance of individuals and teams and aligning their performance with the organizations goals.

    How Performance Management Differs From Performance Appraisal


    A continuous process for continuous improvement A strong linkage of individual and team goals to strategic goals A constant reevaluation and modification of work processes

    924

    Basic Building Blocks of Performance Management


    Ongoing performance monitoring
    Rewards, recognition, and compensation

    Direction sharing

    Goal alignment

    Ongoing feedback

    Coaching and development support

    925

    Why Performance Management?

    Total Quality Management The Performance Management Approach Resolution of Appraisal Issues Strategic Goal Alignment

    926

    Using Information Technology to Support Performance Management


    Assign financial and nonfinancial goals to each teams activities along the strategy map chain of activities leading up to the companys overall strategic goals. Inform all employees of their goals. Use IT-supported tools like scorecard software and digital dashboards to continuously monitor and assess each teams and employees performance. Take corrective action at once.

    927

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