performance-appraisal-psa.ppt

8/9/2019 Performance-Appraisal-PSA.ppt

1/25

Why evaluate the performance ofemployees?

Compensation (raises, merit pay,bonuses)

Personnel Decisions (e.g., promotion,transfer,

dismissal)

Training (Identify specic requirements)

Research (e.g., assessing theworth/validity of

selection tests


2/25

Basic Performance Appraisal Process

Conduct a ob !nalysis (e.g., specify

tas"s and #$!s)

%evelop &erformance $tandards(e.g., dene what is superior,

acceptable, and poor 'obperformance)

%evelop or Choose a &erformance!ppraisal !pproach


3/25

rea ng own e er ormanceAppraisal Process

Observation

$elective !ttention iming

$tructure

*requency

Storage

+ncoding of Information (e.g., categoriation)

$hort vs. -ongterm

emoryEvaluation

0etrieve Information

Combine information

%ecisionma"ing ('udgment)


4/25

Sources of Information

1) Supervisors(most common)

0ole Con2ict (e.g., 'udge and trainer/teacher)

otivation

ime availability

*riendship

2) Co-Workers(&eers)Peer nominations3 (Identifying those with highest and lowest #$!s)Peer ratings3 *or providing feedbac"

Peer rankings3 *or discriminating highest to lowest performanceon various dimensions

*riendship bias -eniency 4igh level of accuracy 5est used as a source of feedbac"

+6ects of poor peer ratings onsubsequent tas" performance3

-ower perceived groupperformance

-ower cohesiveness-ower satisfaction


5/25

Sources of Information (cont)

7) Self

-ots of "nowledge

-eniency e6ect

8ood preparation for performance appraisal meeting(conducive for dialog)

9)Subordinates 5iases (e.g., : of subordinates, type of 'ob, e;pectedevaluation from supervisor) 5est if ratings are anonymous if not, leniency in ratingsoccur

(!ntonioni, 11)

?) Clients

8ood source of feedbac"

@egativity bias

Customer ratings on the web (usage/role, accuracy,


6/25

echnology and Client/Customer*eedbac"

Ather e;amples3 !maon, e5ay, rip !dvisor,iunes


7/25

echnology and Client/Customer*eedbac" (cont.)


8/25

!maon

Ather +;amples of Internet5ased &erformanceInformation


9/25

Ather +;amples of Internet5ased &erformanceInformation

+;pedia

he standard rooms are very, very small, I had only one bag and no place to putit. you could barely turnaround in the bathrooms. I love the decor/ art deco style

but a little updating is denitely do. 0ating3 =.>

hatBs the second time I stay in this hotel. he location is fantastic and therooms, in general are very comfortable. he view from the top, at the brea"fastplace is superb. 0ating3 9.>


10/25

Subective Appraisal !etho"s

can be used !ith an" t"pe of #ob)

Relative $ethods

0an"ing

1st

=nd

7rd

&air Comparison

+mployee1 versus +mployee=

+mployee1 versus +mployee7 etc.

5oth are diDcult to use with a large number of subordinates


11/25

Subective Appraisal !etho"s

%bsolute $ethods

1)#arrative essays

Enstructured (e.g., content, length)

!6ected by the writing ability of supervisors andtime availability

Cannot validate selection devices (no numbers)

=) $raphic %ating Scale(most common) Fery !verage +;cellent&oor


12/25


13/25

0esponsibilityCommitment

Initiative

$ensitivity

udgment

Communication

Abservation of specicbehavior (s) (e.g.,volunteers to wor"

overtime)

&alo 'rror

4igh ratings on

other performancedimensions


14/25

Supervisor

Characteristics

Subordinate

Characteristics (e.g.,

age, gender, race,

attractiveness)

Labels for

Subordinate

(positive or

negative)

Expectations

for

Subordinate

Liking of

subordinate

Observation of

Subordinate

ob

!erfor"ance

(e.g., gender,

race, age)

Selective

#ttention

#ttitudes,

Stereot$pes

Encoding of%nfor"ation &ecall

%nfor"ation

Evaluate

!erfor"ance

Self'ulfilling

!rophec$ !rocess


15/25

Sub#ective %ppraisal $ethods

Behavioral !etho"s (use of critical incidentsG e;amplesof good and poor 'ob behavior collected by 'ob e;pertsover time)

5ehavior Abservation $cales (5A$)

0ate the fre(uenc"in which critical

incidents are performed by employees $um the ratings for a total Hperformance

score1) !ssists others in 'ob duties.

@ever Esually !lways

=) Cleans equipment after each use. @ever Esually !lways


16/25

ehaviorall" %nchored Rating Scale %RS) Process

1) 8enerate critical incidents (e;amples of good andpoor 'ob performance)

=) &lace Critical Incidents Into performance

dimensions (e.g., 0esponsibility, Initiative, $afety)7) 0etranslation $tep (do step : = again with a

separate group of 'ob e;perts. %iscard incidentswhere disagreement e;ists as to which dimension in

which they belong)9)Calculate the mean an" stan"ar" "eviation of

each critical incident (discard those with a largestandard deviation)

?) &lace critical incidents on a vertical scale


17/25

BA%S 'Pros an" (ons)

&rocess involves various employees (increasesthe li"elihood of usage)

ob specicity (di6erent 5!0$ need to bedeveloped for each position)

@ot any better at reducing common rating scale

errors (e.g., leniency, halo)

ime consuming


18/25

*+ Problem Solving,-roubleshootingDefnition: Eses a logical, stepby step approach to identify and solve process problems

. / *0 1

Well Below E2pectations Below !eets E2pectations(onsistently E2cee"s Outstan"ing E2pectationsE2pectations

*ails to understand howequipment and processesinterrelate

%oes not complete

chec"lists or other requiredforms Is not able to identify root

causes of process deviations %oes not consistently meet

!=+ e;pectations %epends on others to solve

problems

Eses available resources(e.g., drawings,chec"lists, forms, peopleJengineers, data

historian) to determinethe root cause ofproblems

$elects and interpretsdata to solve problems

Investigates the nature ofequipment and processmalfunctions on anongoing basis

&articipates in !=+ e6orts

%evelops novel, safe ande6ective solutions tocurrent problems

!nticipates problems

before they occur andsuggests solutions a"es ownership in

problem solving and seesit through to completion

+6ectively leads problemsolving e6orts (e.g., !=+,handles complicatedanalysis requests on oneKs

own)

5ehavioral +;amples of0ating3


19/25

0+ -eamworkDefnition: $trives to build and maintain a good wor"ing relationship with oneKs wor" groupG shares

information with team membersG accepts ideas and opinions of others

. / *0 1

Well Below E2pectations Below !eets E2pectations (onsistentlyE2cee"s Outstan"ing E2pectationsE2pectations

%oes not respond to wor"requests from other teammembers

*ails to share informationand/or resources withothers

0efuses to help cowor"ers Con2icts with cowor"ers on

Byours not mineB wor"situations, or is "nown tosay LthatBs not my 'obH

*requently complains or

ma"es negative orderogatory remar"s aboutsite initiatives, leadership,and/or fellow wor"ers

Is slow to respond to wor"requests from other teammembers or management

Considers alternativesolutions provided byteam members

!ccepts and providesfeedbac" to others $hares information (e.g.,

trends, status updates)and/or resources withothers when as"ed

0eadily o6ers to helpother team members ontas"s

Mor"s with supportservices and other areas(e.g., maintenance) toresolve shift problems in atimely manner

!nticipates other teammembersK needs (e.g.,training, tools, equipment,

information) 0esolves con2icts between

team members $upports company

ob'ectives and volunteersfor wor" duties within andoutside of oneKs wor" area

$acrices oneKs own needsfor the need of the team

Initiates team buildingactivities (e.g., organiingoutside group activities,brea"fasts)

5ehavioral +;amples of0ating3


20/25

Obective Appraisal Data

1) Pro"uction Data (e.g., sales volume, unitsproduced)

Mhen observation occurs (timing), and how data iscollected

*airness and relevancy issue

&otential limited variability -imitations regarding supervisory personnel

=) Personnel Data

!bsenteeism (e;cused versus une;cused)

ardiness

!ccidents (fault issue)


21/25

7N> %egree &erformance!ppraisal


22/25


23/25

1) +nsure that procedures for personnel decisions do not di6er as afunction

of the race, se;, national origin, religion, or age of those a6ectedby suchdecisions.

=) Ese ob'ective and uncontaminated data whenever they areavailable.

7) &rovide a formal system of review or appeal to resolvedisagreements

regarding appraisals.

9) Ese more than one independent evaluator of performance.

?) Ese a formal, standardied system for personnel decisions.

N) +nsure that evaluators have ample opportunity to observean" rate

performance if ratings must be made.

Legally Defensible Appraisal Systems


24/25


25/25

!s"ing for (and using) performance information/input fromemployees

+nsure a =way interaction during the performance appraisalmeeting

&rovide a way for employees to counter or challengetheappraisal

$uDcient detail and knowle"ge of employee performanceby

supervisors

(onsistentuse of performance standards across employees

*actors !6ecting +mployees Acceptance of &erformance +valuations

Importance of ratertraining

(importance of using employee selfevaluations)

performance-appraisal-psa.ppt

Documents