chapter 12 evaluating employee performance copyright © 1999 john wiley & sons canada, ltd. all...
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Chapter 12Chapter 12
Evaluating Employee Performance
Copyright © 1999 John Wiley & Sons Canada, Ltd. All rights reserved.
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Performance Appraisals Performance Appraisals and the Motivation Processand the Motivation Process
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Purposes of Performance Purposes of Performance Management SystemsManagement Systems
• Feedback
• Development
• Documentation
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Difficulties in Performance Difficulties in Performance Management SystemsManagement Systems
• Focus on the individual
• Focus on the process
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Performance Appraisals Performance Appraisals and Employment Equityand Employment Equity
• Must be bias-free, objective, and job-related
• Should be conducted at regular intervals by trained appraisers
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
The Appraisal ProcessThe Appraisal Process
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Appraisal Methods:Appraisal Methods:Absolute StandardsAbsolute Standards
(Employees are measured against a set benchmark)
• Essay appraisal
• Critical incident appraisal
• Adjective rating appraisal
• Forced choice appraisal
• Behaviourally anchored rating scales (BARS)
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Sample Checklist Items for Appraising Sample Checklist Items for Appraising Customer Service RepresentativeCustomer Service Representative
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Sample of Adjective Rating Sample of Adjective Rating Scale Items and FormatScale Items and Format
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Sample BARS for an Sample BARS for an Employee Relations SpecialistEmployee Relations Specialist
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Appraisal Methods:Appraisal Methods:Relative StandardsRelative Standards
(Individuals compared to each other)
• Group order ranking
• Individual ranking
• Paired comparison
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Appraisal Methods:Appraisal Methods:Management by ObjectivesManagement by Objectives
(Employees evaluated on how well they achieve specific objectives)
Steps of MBO:Steps of MBO:
1.1. Goal setting
2.2. Action planning
3.3. Self-control
4.4. Periodic reviews
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Factors Distorting AppraisalsFactors Distorting Appraisals
• Leniency/harshness error
• Halo error
• Similarity error
• Low appraiser motivation
• Central tendency
• Inflationary pressures
• Inappropriate substitutes for performance
• Attribution errors
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Factors Leading to More Effective Factors Leading to More Effective Performance Management SystemsPerformance Management Systems
• Behaviour-based measures
• Combination of absolute and relative standards
• Ongoing feedback
• Multiple raters
• Selective rating
• Trained appraisers
• Rewards for accurate appraisers
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Conducting the Conducting the Performance Appraisal InterviewPerformance Appraisal Interview
• Prepare for, and schedule, the appraisal in advance
• Create a supportive environment
• Describe the purpose of the appraisal to employees
• Have the employees complete a self-evaluation
• Focus discussion on work behaviour
• Support your evaluation with specific examples
• Give both positive and negative feedback
• Make sure the employees understand what was discussed
• Generate a development plan
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HUMAN RESOURCES MANAGEMENTTempler • Cattaneo • De Cenzo • RobbinsTempler • Cattaneo • De Cenzo • Robbins
John Wiley & Sons Canada, Ltd
Issues in International Issues in International Performance AppraisalPerformance Appraisal
• Who performs the evaluation?
• Which evaluation format will be used?