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WHAT IS APPRAISAL?
WHAT IS APPRAISAL?
Performance appraisal
Performance management
WHY APPRAISAL?
WHY APPRAISAL?
(1)
(2)
(3)
(4)
WHY APPRAISAL?
Organizational Viewpoint:
PROCESS OF PERFORMANCE
APPRAISAL
Objectives of Performance
Appraisal
Establish Job Expectations
Design an Appraisal
program
Appraisal of Performance
Performance Interview
OBJECTIVES OF APPRAISAL
OBJECTIVES OF APPRAISAL
JOB EXPECTATIONS
DESIGNING APPRAISAL
1.
2.
3.
4.
THE APPRAISAL
THE APPRAISAL
1.
2.
3.
4.
5.
METHODS OF PERFORMANCE
APPRAISAL
Alternative Sources of
Performance Appraisal
Supervisor
Team
Peers
Self
Copyright 2004
South-Western. All
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Subordinates
818
Customers
Presentation
Slide 84
Sources: Compiled from David A. Waldman, Leanne E. Atwater, and David Antonioni, Has 360-Degree Feedback Gone Amok? Academy of Management
Executive 12, no. 2 (May 1998): 8694; Bruce Pfau, Ira Kay, Kenneth Nowak, and Jai Ghorpade, Does 360-Degree Feedback Negatively Affect Company
Performance? HRMagazine 47, no. 6 (June 2002): 5459; Maury Peiperl, Getting 360-Degree Feedback Right, Harvard Business Review 79, no. 1 (January
2001): 14247; Jack Kondrasuk, Mary Riley, and Wang Hua, If We Want to Pay for Performance, How Do We Judge Performance? Journal of Compensation
and Benefits 15, no. 2 (September/October 1999): 3540; Mary Graybill, From Paper to Computer, The Human Resource Professional 13, no. 6 (November/
December 2000): 1819; David W. Bracken, Lynn Summers, and John Fleenor, High-Tech 360, Training and Development 52, no. 8 (August 1988): 4245;
Gary Meyer, Performance Reviews Made Easy, Paperless, HRMagazine 45, no. 10 (October 2000): 18184.
Copyright 2004
South-Western. All
rights reserved.
819
Figure
8.5a
Sources: Compiled from David A. Waldman, Leanne E. Atwater, and David Antonioni, Has 360-Degree Feedback Gone Amok? Academy of Management
Executive 12, no. 2 (May 1998): 8694; Bruce Pfau, Ira Kay, Kenneth Nowak, and Jai Ghorpade, Does 360-Degree Feedback Negatively Affect Company
Performance? HRMagazine 47, no. 6 (June 2002): 5459; Maury Peiperl, Getting 360-Degree Feedback Right, Harvard Business Review 79, no. 1 (January
2001): 14247; Jack Kondrasuk, Mary Riley, and Wang Hua, If We Want to Pay for Performance, How Do We Judge Performance? Journal of Compensation
and Benefits 15, no. 2 (September/October 1999): 3540; Mary Graybill, From Paper to Computer, The Human Resource Professional 13, no. 6 (November/
December 2000): 1819; David W. Bracken, Lynn Summers, and John Fleenor, High-Tech 360, Training and Development 52, no. 8 (August 1988): 4245;
Gary Meyer, Performance Reviews Made Easy, Paperless, HRMagazine 45, no. 10 (October 2000): 18184.
Copyright 2004
South-Western. All
rights reserved.
820
Figure
8.5b
360-Degree Performance
Appraisal System Integrity
Safeguards
Assure anonymity.
Make respondents accountable.
Prevent gaming of the system.
Use statistical procedures.
Identify and quantify biases.
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821
Training Performance
Appraisers
Common rater-related
errors
822
Rater Errors
Recency Error
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Rater Errors
Contrast Error
Similar-to-Me Error
Trait Methods
Graphic Rating
Scale
Mixed
Standard Scale
Trait
Methods
Forced-Choice
Essay
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825
Trait Methods
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826
Graphic Rating
Scale With
Provision For
Comments
HRM
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828
Trait Methods
Forced-Choice Method
Essay Method
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829
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830
WRITTEN ESSAY
Behavioral Methods
Critical Incident
Behavioral Checklist
Behavioral
Methods
Behaviorally Anchored
Rating Scale (BARS)
Behavior Observation
Scale (BOS)
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832
Behavioral Methods
Critical Incident
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833
Copyright 2004
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AllAssociates. Reprinted with permission.
Source: Adapted
from Landy, Jacobs, and
rights reserved.
HRM 4
834
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HRM 0
835
Results Methods
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836
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Figure
8.6
837
Summary of Appraisal
Methods
TRAITS
BEHAVIOR
RESULTS
ADVANTAGES
DISADVANTAGES
Inexpensive
Meaningful
Easy to use
Specific dimensions
Accepted by employees
Useful for feedback
OK for reward/promotion
Time consuming
Costly
Some rating error
Time consuming
Focus on short term
Criterion contamination
Criterion deficiency
Presentation
Slide 85
838
The Balanced
Scorecard
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839
Source: Robert
Kaplan and David
Norton, Strategic
HRM 6
Learning and the
Balanced
Personal
Scorecard
Copyright 2004
Source:
Robert Kaplan
South-Western.
All
rights reserved.
the Balanced
Scorecard
HRM 7
Summary of Appraisal
Methods
Trait Methods
Advantages
Disadvantages
Figure
8.7a
Summary of Appraisal
Methods (contd)
Behavioral Methods
Advantages
Disadvantages
Figure
8.7b
Summary of Appraisal
Methods (contd)
Results Methods
Advantages
Disadvantages
Are time-consuming to develop/use
Copyright
encourage
2004
May
short-term perspective
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reserved.
843
May
use contaminated criteria
Figure
8.7c
RESULT METHOD
BEHAVIOURALLY ANCHORED
RATING SCALE
IMPROVING APPRAISAL
PERFORMANCE INTERVIEW
PERFORMANCE INTERVIEW
(i)
(ii)
(iii)
Performance interview has 3 main goalsTo change behavior that does not meet
organizational requirements or employees
personal goals.
To maintain the behavior of employees who
has performed in an acceptable manner.
To recognize superior performance
behaviors so that they will be continued.
APPRAISAL DATA
1.
2.
3.
4.
5.
6.
Remuneration administration
Validation of selection programs
Employee training and development
programs
Promotion, transfer and lay-off decisions
Grievance and discipline programs
HR planning
CRITICAL INCIDENTS
CASE
CASE
2 months later:
HR manager calls Mr. Jackie Shroff and ask him what is wrong.
His answer was nothing.
Problem
Need
Needs to perform
well
Drive
Self esteem,
Social needs
Barrier
Goal
Co workers
pressure
Frustration
Defense Mech.
Withdrawal
from motivation
Compromise
SOLUTION
SOLUTION
Counseling of
Mr. Jackie
Acts as a role model
Leads to better performance
Of other team members
Counseling of other
Team members
Appraisal of other
Team members
THANK YOU