Human Resource Management

Performance Appraisal

VALUE OF PERFORMANCE APPRAISALS

Help employees and supervisors do their jobs better

Improve communications and trust

Provide people with clear direction

Identify performance problems early

Reinforce good performance

Make process fairer; people are more likely to accept

PERFORMANCE RATING ERRORS

Halo errors

Leniency

Harshness

Central Tendency

Contrast

Recency

Primacy

HaloSupport 1 2 3 4 5

Quality 1 2 3 4 5

Quantity 1 2 3 4 5

Punctuality 1 2 3 4 5

Attendance 1 2 3 4 5

Support 1 2 3 4 5

Quality 1 2 3 4 5

Quantity 1 2 3 4 5

Punctuality 1 2 3 4 5

Attendance 1 2 3 4 5

Leniency

NAME RATING

JohnExcellent

Paul Well Above Average

George Excellent

Ringo Excellent

Allison Excellent

Bill Well Above Average

Sarah Excellent

Harshness

NAME RATING

JohnNeeds Improvement

Paul Needs Improvement

George Poor

Ringo Poor

Allison Poor

Bill Well Below Average

Sarah Poor

Central Tendency

NAME RATING

JohnAverage

Paul Slightly Above Average

George Average

Ringo Average

Allison Slightly Below Average

Bill Below Average

Sarah Average

MethodsTraits Behaviors Outcomes

Ranking

Paired Comparisons

Forced Distributions

Essay

MBO

BARS, BES, BOS, Critical Incidents

Graphic Rating Scales

Self vs. Supervisory Ratings: Why Supervisors and Subordinates Disagree

Causes of performance – attribution errors

Important parts of the job

Feedback discrepancies

GIVING FEEDBACK

Effective feedback describes behavior rather than evaluates it.Effective feedback gives specific examples of behavior rather than general ones.Effective feedback concerns behavior the individual can do something about.Feedback is most effective when it is given as soon as possible after the occurrence.

GIVING FEEDBACK (cont.)

If criticism is needed, don't criticize the person. It's the behavior you object to, not the person!

Encourage subordinate participation.

Focus on problem solving.

Focus on goal setting.

TELL-AND-SELL INTERVIEW

Tell subordinate how you have evaluated him.

Sell subordinate on the ways you have chosen to improve his performance.

Use when

You need to be very clear about your expectations.

Young employee finds it difficult to evaluate himself.

Employee wants no say in his job.

TELL-AND-LISTEN INTERVIEW

Tell subordinate how you have evaluated him.

Listen for his reactions without displaying any agreement or disagreement.

Use when

Employees want to be involved and participate in their jobs.

You want to hear subordinate’s viewpoints.

Subordinate is close in status to supervisor.

PROBLEM-SOLVING INTERVIEW

Evaluating subordinate is not the goal.

The goal is to help the employee develop a plan for improving his performance.

Supervisor must avoid judgments and evaluation.

After employee identifies weak areas supervisor helps develops a plan for improvement.

Use when

Goal is developing the employee.

Need to let employee decide his weak areas.

PROBLEM-SOLVING/TELL-AND-SELL INTERVIEW

Start with problem-solving.

End with tell-and-sell.

Use when

Goal is both evaluation and developmental coaching.

Legally Defensible Appraisals

Expectations of satisfactory performance communicated to employee

Should be based on sound job analysis

Should be behaviorally based

Written instructions should be provided to raters

Appraisal interview should be conducted

Improving Performance Appraisal