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PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
1
Human Resource Human Resource ManagementManagement
ELEVENTH EDITIONELEVENTH EDITION
G A R Y D E S S L E RG A R Y D E S S L E R
© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.
Performance Management and AppraisalPerformance Management and Appraisal
Chapter Chapter 99
Part 3 | Training and DevelopmentPart 3 | Training and Development
© 2008 Prentice Hall, Inc. All rights reserved. 9–2
After studying this chapter, you should be able to:After studying this chapter, you should be able to:
1.1. Describe the appraisal process.Describe the appraisal process.
2.2. Develop, evaluate, and administer at least four Develop, evaluate, and administer at least four performance appraisal tools.performance appraisal tools.
3.3. Explain and illustrate the problems to avoid in Explain and illustrate the problems to avoid in appraising performance.appraising performance.
4.4. List and discuss the pros and cons of six List and discuss the pros and cons of six appraisal methods.appraisal methods.
5.5. Perform an effective appraisal interview.Perform an effective appraisal interview.
6.6. Discuss the pros and cons of using different Discuss the pros and cons of using different raters to appraise a person’s performance.raters to appraise a person’s performance.
© 2008 Prentice Hall, Inc. All rights reserved. 9–3
Performance AppraisalPerformance Appraisal
Evaluating an employee’s current and/or past Evaluating an employee’s current and/or past performance relative to his or her performance relative to his or her performance standards.performance standards.Setting work standardsSetting work standardsAssessing the employee’s actual performance Assessing the employee’s actual performance
relative to those standardsrelative to those standardsProviding feedbackProviding feedback
© 2008 Prentice Hall, Inc. All rights reserved. 9–4
Defining the Employee’s Goals Defining the Employee’s Goals and Work Standardsand Work Standards
Assign Specific Goals
Encourage Participation
Assign Measurable
Goals
Assign Challenging but Doable
Goals
Guidelines for Effective Goal Setting
© 2008 Prentice Hall, Inc. All rights reserved. 9–5
An Introduction to AppraisingAn Introduction to AppraisingPerformancePerformance
• Why appraise performance?Why appraise performance?
Appraisals play an integral role in the employer’s Appraisals play an integral role in the employer’s
performance management process.performance management process.
Appraisals help in planning for correcting Appraisals help in planning for correcting
deficiencies and reinforce things done correctly.deficiencies and reinforce things done correctly.
Appraisals, in identifying employee strengths and Appraisals, in identifying employee strengths and
weaknesses, are useful for career planningweaknesses, are useful for career planning
© 2008 Prentice Hall, Inc. All rights reserved. 9–6
Performance Appraisal RolesPerformance Appraisal Roles
• SupervisorsSupervisors Usually do the actual appraising.Usually do the actual appraising. Must be familiar with basic appraisal techniques.Must be familiar with basic appraisal techniques. Must understand and avoid problems that can Must understand and avoid problems that can
cripple appraisals.cripple appraisals. Must know how to conduct appraisals fairly.Must know how to conduct appraisals fairly.
© 2008 Prentice Hall, Inc. All rights reserved. 9–7
Performance Appraisal Roles (cont’d)Performance Appraisal Roles (cont’d)
• HR departmentHR department Serves a policy-making and advisory role.Serves a policy-making and advisory role. Provides advice and assistance regarding the Provides advice and assistance regarding the
appraisal tool to use.appraisal tool to use. Prepares forms and procedures and insists that all Prepares forms and procedures and insists that all
departments use them.departments use them. Responsible for training supervisors to improve Responsible for training supervisors to improve
their appraisal skills.their appraisal skills. Responsible for monitoring the system to ensure Responsible for monitoring the system to ensure
that appraisal formats and criteria comply with that appraisal formats and criteria comply with relavents laws and are up to date.relavents laws and are up to date.
© 2008 Prentice Hall, Inc. All rights reserved. 9–8
Steps in Appraising PerformanceSteps in Appraising Performance
• Defining the jobDefining the job Making sure that you and your subordinate agree Making sure that you and your subordinate agree
on his or her duties and job standards. on his or her duties and job standards.
• Appraising performanceAppraising performance Comparing your subordinate’s actual performance Comparing your subordinate’s actual performance
to the standards that have been set; this usually to the standards that have been set; this usually involves some type of rating form.involves some type of rating form.
• Providing feedbackProviding feedback Discussing the subordinate’s performance and Discussing the subordinate’s performance and
progress, and making plans for any development progress, and making plans for any development required.required.
© 2008 Prentice Hall, Inc. All rights reserved. 9–9
Performance Appraisal MethodsPerformance Appraisal Methods
• Graphic rating scaleGraphic rating scale A scale that lists a number of traits and a range of A scale that lists a number of traits and a range of
performance for each that is used to identify the performance for each that is used to identify the score that best describes an employee’s level of score that best describes an employee’s level of performance for each trait.performance for each trait.
© 2008 Prentice Hall, Inc. All rights reserved. 9–10
Graphic Graphic Rating Rating
Scale with Scale with Space for Space for
CommentsComments
Figure 9–3
© 2008 Prentice Hall, Inc. All rights reserved. 9–11
Portion of an Administrative Secretary’s Portion of an Administrative Secretary’s Sample Performance Appraisal FormSample Performance Appraisal Form
Figure 9–4 Source: James Buford Jr., Bettye Burkhalter, and Grover Jacobs, “Link Job Description to Performance Appraisals,” Personnel Journal, June 1988, pp. 135–136.
© 2008 Prentice Hall, Inc. All rights reserved. 9–12
Figure 9–5a Source: www.cwru.edu.
© 2008 Prentice Hall, Inc. All rights reserved. 9–13
Figure 9–5b Source: www.cwru.edu.
© 2008 Prentice Hall, Inc. All rights reserved. 9–14
Figure 9–5c Source: www.cwru.edu.
© 2008 Prentice Hall, Inc. All rights reserved. 9–15
Performance Appraisal Methods (cont’d)Performance Appraisal Methods (cont’d)
• Alternation ranking methodAlternation ranking method Ranking employees from best to worst on a Ranking employees from best to worst on a
particular trait, choosing highest, then lowest, until particular trait, choosing highest, then lowest, until all are ranked.all are ranked.
© 2008 Prentice Hall, Inc. All rights reserved. 9–16
Alternation Ranking ScaleAlternation Ranking Scale
Figure 9–6
© 2008 Prentice Hall, Inc. All rights reserved. 9–17
Alternation Ranking Scale (contd.)
1 56Overall Ranking = (1 + 6 + 5) /3 = 4
Productivity Quality Job Knowledge
© 2008 Prentice Hall, Inc. All rights reserved. 9–18
Performance Appraisal Methods (cont’d)Performance Appraisal Methods (cont’d)
• Paired comparison method Paired comparison method Ranking employees by making a chart of all possible Ranking employees by making a chart of all possible
pairs of the employees for each trait and indicating pairs of the employees for each trait and indicating which is the better employee of the pair.which is the better employee of the pair.
© 2008 Prentice Hall, Inc. All rights reserved. 9–19
Ranking Employees by the Paired Comparison Method
Figure 9–7
Note: + means “better than.” − means “worse than.” For each chart, add up the number of 1’s in each column to get the highest-ranked employee.
© 2008 Prentice Hall, Inc. All rights reserved. 9–20
Performance Appraisal Methods (cont’d)Performance Appraisal Methods (cont’d)
• Forced distribution methodForced distribution method Similar to grading on a curve; predetermined Similar to grading on a curve; predetermined
percentages of ratees are placed in various percentages of ratees are placed in various performance categories.performance categories.
Example:Example: 15% high performers15% high performers 20% high-average performers20% high-average performers 30% average performers30% average performers 20% low-average performers20% low-average performers 15% low performers15% low performers
40 students in MGT 301
15% * 40 = 6 A
20% * 40 = 8 B
30% * 40 = 12 C
20% * 40 = 8 D
15% * 40 = 6 F
© 2008 Prentice Hall, Inc. All rights reserved. 9–21
Performance Appraisal Methods (cont’d)Performance Appraisal Methods (cont’d)
• Critical Incident MethodCritical Incident Method Keeping record of uncommonly good or undesirable Keeping record of uncommonly good or undesirable
examples of an employee’s work-related behavior examples of an employee’s work-related behavior and reviewing it with the employee at predetermined and reviewing it with the employee at predetermined times.times.
© 2008 Prentice Hall, Inc. All rights reserved. 9–22
Examples of Critical Incidents for Examples of Critical Incidents for an Assistant Plant Manageran Assistant Plant Manager
Table 9–1
© 2008 Prentice Hall, Inc. All rights reserved. 9–23
Figure 9–8
Source: Reprinted with permission of the publisher, HRnext.com; copyright HRnext.com, 2003.
Narrative
Forms
© 2008 Prentice Hall, Inc. All rights reserved. 9–24
Performance Appraisal Methods (cont’d)Performance Appraisal Methods (cont’d)
• Behaviorally Anchored Rating Scale (BARS)Behaviorally Anchored Rating Scale (BARS) An appraisal method that uses quantified scale An appraisal method that uses quantified scale
with specific narrative examples of good and poor with specific narrative examples of good and poor performance. performance.
© 2008 Prentice Hall, Inc. All rights reserved. 9–25
Job: Call Centre AgentFactors can be: Promptness of service - Includes receiving calls within a
stipulated number of rings
7 Picks up phone in 1 ring.
6 Picks up phone in 2 rings.
5 Picks up phone in 3 rings.
4 Picks up phone in 4 rings.
3 Picks up phone in 5 rings.
2 Picks up phone most of the time.
1 Does not pick up phone.
© 2008 Prentice Hall, Inc. All rights reserved. 9–26
Factor 2 – Customer Complaint Management: The time spent on resolving customer complaint
7 Resolves issue in under 1 minute.
6 Resolves issue in under 2 minutes.
5 Resolves issue in under 3 minutes.
4 Resolves issue in under 4 minutes.
3 Resolves issue in over 5 minutes.
2 Resolve issue most of the time.
1 Does not resolve any customer complaint.
© 2008 Prentice Hall, Inc. All rights reserved. 9–27
Factor 3 – Ability to sell new features: Is the person persuasive enough to sell new features of the company to customers.
7 Is able to sell a new feature in every call.
6 Is able to sell a new feature in every 2/3 calls.
5 Is able to sell a new feature in every 4/5 calls.
4 Is able to sell a new feature in every hour.
3 Is able to sell some new features in a day.
2 Is able to sell some new features in a week.
1 Is not able to sell any new features in a week.
© 2008 Prentice Hall, Inc. All rights reserved. 9–28
Management By Objectives (MBO)Management By Objectives (MBO)
• Involves setting specific measurable goals with Involves setting specific measurable goals with each employee and then periodically reviewing each employee and then periodically reviewing the progress made.the progress made.
1.1. Set the organization’s goals.Set the organization’s goals. No. 1 in terms of service No. 1 in terms of service qualityquality
2.2. Set departmental goals.Set departmental goals. All depts. (consumer banking, All depts. (consumer banking, corporate banking etc.) to focus on quality customer service corporate banking etc.) to focus on quality customer service
3.3. Discuss departmental goals.Discuss departmental goals.
4.4. Define expected results (set individual goals).Define expected results (set individual goals).Attend service seminars, achieve 90% customer satisfaction scores etc. Attend service seminars, achieve 90% customer satisfaction scores etc.
5.5. Performance reviews.Performance reviews.
6.6. Provide feedback.Provide feedback.
© 2008 Prentice Hall, Inc. All rights reserved. 9–29
Advantages and Disadvantages of Appraisal ToolsAdvantages and Disadvantages of Appraisal Tools
Table 9–3
© 2008 Prentice Hall, Inc. All rights reserved. 9–30
Appraising Performance: Appraising Performance: Problems and SolutionsProblems and Solutions
Unclear Standards
Leniency or Strictness
Halo Effect
Potential Rating Scale Appraisal
Problems
Central Tendency
Bias
© 2008 Prentice Hall, Inc. All rights reserved. 9–31
Appraising Performance: Appraising Performance: Problems and Solutions (cont’d)Problems and Solutions (cont’d)
Know Problems
Control Outside
Influences
Use the Right Tool
How to Avoid Appraisal Problems
Train Supervisors
Keep a Diary
© 2008 Prentice Hall, Inc. All rights reserved. 9–32
Who Should Do the Appraising?Who Should Do the Appraising?
Self-Rating
Subordinates
360-Degree Feedback
Potential Appraisers
Immediate Supervisor
Peers
Rating Committee
© 2008 Prentice Hall, Inc. All rights reserved. 9–33
The Appraisal InterviewThe Appraisal Interview
Satisfactory—Promotable
Satisfactory—Not Promotable
Unsatisfactory—Correctable
Unsatisfactory—Uncorrectable
Types of Appraisal Interviews
© 2008 Prentice Hall, Inc. All rights reserved. 9–34
The Appraisal Interview (cont’d)The Appraisal Interview (cont’d)
Talk in terms of objective work data.
Don’t tiptoe around.
Don’t get personal.
Encourage the person to
talk.
Guidelines for Conducting an Interview