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Why evaluate the performance of employees?
Compensation (raises, merit pay, bonuses)
Personnel Decisions (e.g., promotion, transfer, dismissal) Training (Identify specific requirements)
Research (e.g., assessing the worth/validity of selection tests
Breaking Down the Performance Appraisal Process
Observation
• Selective Attention
• Timing
• Structure
• FrequencyStorage
• Encoding of Information (e.g., categorization)
• Short vs. Long-term
• Memory
Evaluation
• Retrieve Information
• Combine information
• Decision-making (judgment)
Basic Performance Appraisal Process
Conduct a Job Analysis (e.g., specify tasks and KSAs)
Develop Performance Standards (e.g., define what is superior,
acceptable, and poor job performance)
Develop or Choose a Performance Appraisal Approach
Objective data
Subjective data
Contextual data
Productivity measures,
absenteeism, tardiness, turnover,
absenteeism
Assisting others, loyalty, extra work/effort, emotional labor,
volunteering, counterproductive behaviors (CWBs;
tardiness, sabotage, gossiping)
Performance ratings (e.g.,
supervisor, co-workers, self, subordinates,
clients
Criterion Domain
Criteria Dimensionality
Decision-making Communication
Static --- Individual performance varies by performance criteria
1st year
Specific work methods, interests,
personality, interpersonal relationships
2nd year
Criteria Dimensionality (cont.)
Temporal --- Performance varies as a function of time; importance of when performance is assessed
IQ
Criteria Dimensionality (cont.)
Individual --- Employees excel at different aspects of job performance
Employee # 1 Employee # 2
Production Client support & satisfaction
Role prescriptions
, organization
al impact
Criteria Challenges (cont.)
Observation ---
Variation due to methods used, who observes
Low variability (e.g., production line speed, process limitations)?
Performance Dimensions ---
Uni-dimensional vs. multidimensional criteria
(Over-reliance on supervisor ratings of performance; 879/1506)
Criteria Issues (cont.)
Contamination ---
a) Error
b) Biases (e.g., rating scales, group membership, knowledge of predictor scores, self-fulfilling prophecy)
Objective data Subjective data
r = .39
Relevance --- Generally considered the most important issue
Criteria Issues
To Combine or Not to Combine Criteria?
Global criteria
3.0 GPA
Separate, multiple criteria
A
A
C
C
Is there a single, underlying dimension that “allows” combining separate criteria?
Purposes of the data (e.g., a) for personnel decisions or b) feedback, understanding psychological and behavioral processes
Sources of Information
1) Supervisors (most common)
• Role Conflict (e.g., judge and trainer/teacher)
• Motivation
• Time availability
• Friendship
2) Co-Workers (Peers) Peer nominations: (Identifying those with highest and lowest KSAs)*Peer ratings: For providing feedbackPeer rankings: For discriminating highest to lowest performance on various dimensions
• Friendship bias• Leniency • High level of accuracy• Best used as a source of feedback
Effects of poor peer ratings on subsequent task performance:
Lower perceived group performanceLower cohesivenessLower satisfactionLower peer ratings
Sources of Information (cont)3) Self
• Lots of knowledge
• Leniency effect
• Good preparation for performance appraisal meeting (conducive for dialog)
4) Subordinates • Biases (e.g., # of subordinates, type of job, expected evaluation from supervisor) • Best if ratings are anonymous -- if not, leniency in ratings occur (Antonioni, 1994)• Can add information above and beyond other sources (Conway, et. al 2001)
5) Clients
• Good source of feedback
• Negativity bias
• Customer ratings on the web (usage/role, accuracy, verification issues)
Other Examples of Internet-Based Performance Information
Expedia
The standard rooms are very, very small, I had only one bag and no place to put it. you could barely turnaround in the bathrooms. I love the decor/ art deco style but a little updating is definitely do. Rating: 2.0
That's the second time I stay in this hotel. The location is fantastic and the rooms, in general are very comfortable. The view from the top, at the breakfast place is superb. Rating: 4.0
Subjective Appraisal Methods (can be used with any type of job)
Relative Methods
• Ranking
1st _____
2nd_____
3rd _____
• Pair Comparison
Employee-1 _____ versus Employee-2 _____
Employee-1 _____ versus Employee-3 _____ etc.
Both are difficult to use with a large number of subordinates
Subjective Appraisal Methods
Absolute Methods
1) Narrative essays
• Unstructured (e.g., content, length)
• Affected by the writing ability of supervisors and time availability
• Cannot validate selection devices (no numbers)
2) Graphic Rating Scale (most common)_____ _____ _____ _____ _____ Very Average Excellent Poor
Leniency (positive bias)
X _____ _____ _____ _____ _____ Very Average Excellent Poor
Central Tendency (midpoint) X _____ _____ _____ _____ _____ Very Average Excellent Poor
Both lead to a restriction in the range of performance
scores
Common Rating Scale Errors
Responsibility
Commitment
Initiative
Sensitivity
Judgment
Communication
Observation of specific behavior (s) (e.g., volunteers to work
overtime)
Halo Error
High ratings on other performance
dimensions
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
Job Performance
(e.g., gender, race, age)
Selective Attention
Attitudes, Stereotypes
Encoding of Information Recall
Information
Evaluate Performance
Self-Fulfilling Prophecy Process and Performance Ratings
Subjective Appraisal Methods
Behavioral Methods (use of critical incidents; examples of good and poor job behavior collected by job experts over time)
Behavior Observation Scales (BOS)
• Rate the frequency in which critical incidents are performed by employees
• Sum the ratings for a total “performance” score
1) Assists others in job duties._____ _____ _____ _____ _____Never Usually Always
2) Cleans equipment after each use._____ _____ _____ _____ _____Never Usually Always
Behaviorally Anchored Rating Scale (BARS) Process
1) Generate critical incidents (examples of good and poor job performance)
2) Place Critical Incidents Into performance dimensions (e.g., Responsibility, Initiative, Safety)
3) Retranslation Step (do step # 2 again with a separate group of job experts. Discard incidents where disagreement exists as to which dimension in which they belong)
4)Calculate the mean and standard deviation of each critical incident (discard those with a large standard deviation)
5) Place critical incidents on a vertical scale
BARS (Pros and Cons)
• Process involves various employees (increases likelihood of usage)
• Job specificity (different BARS need to be developed for each position)
• Not any better at reducing common rating scale errors (e.g., leniency, halo)
• Time consuming
3. Problem Solving/TroubleshootingDefinition: Uses a logical, step-by step approach to identify and solve process problems
1 2 3 4 5
Well Below Expectations Below Meets Expectations Consistently Exceeds Outstanding Expectations Expectations Fails to understand how equipment
and processes interrelate Does not complete checklists or
other required forms Is not able to identify root causes of
process deviations Does not consistently meet A2E
expectations Depends on others to solve
problems
Uses available resources (e.g., drawings, checklists, forms, people—engineers, data historian) to determine the root cause of problems
Selects and interprets data to solve problems
Investigates the nature of equipment and process malfunctions on an ongoing basis
Participates in A2E efforts
Develops novel, safe and effective solutions to current problems
Anticipates problems before they occur and suggests solutions
Takes ownership in problem solving and sees it through to completion
Effectively leads problem solving efforts (e.g., A2E, handles complicated analysis requests on one’s own)
Behavioral Examples of Rating:_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
4. TeamworkDefinition: Strives to build and maintain a good working relationship with one’s work group; shares information with team
members; accepts ideas and opinions of others
1 2 3 4 5
Well Below Expectations Below Meets Expectations Consistently Exceeds Outstanding Expectations Expectations
Does not respond to work requests from other team members
Fails to share information and/or resources with others
Refuses to help co-workers Conflicts with coworkers on 'yours
not mine' work situations, or is known to say "that's not my job“
Frequently complains or makes negative or derogatory remarks about site initiatives, leadership, and/or fellow workers
Is slow to respond to work requests from other team members or management
Considers alternative solutions provided by team members
Accepts and provides feedback to others
Shares information (e.g., trends, status updates) and/or resources with others when asked
Readily offers to help other team members on tasks
Works with support services and other areas (e.g., maintenance) to resolve shift problems in a timely manner
Anticipates other team members’ needs (e.g., training, tools, equipment, information)
Resolves conflicts between team members
Supports company objectives and volunteers for work duties within and outside of one’s work area
Sacrifices one’s own needs for the need of the team
Initiates team building activities (e.g., organizing outside group activities, breakfasts)
Behavioral Examples of Rating:_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Objective Appraisal Data
1) Production Data (e.g., sales volume, units produced)
• When observation occurs (timing), and how data is collected
• Fairness and relevancy issue
• Potential limited variability
• Limitations regarding supervisory personnel
2) Personnel Data
• Absenteeism (excused versus unexcused)
• Tardiness
• Accidents (fault issue)
Performance Appraisal Training: Best Practices
1) Frequent observation of performance and feedback (both positive and negative)
2) Recordkeeping (ongoing if possible)
3) Encourage self-assessment of employees
4) Focus on behaviors (not traits)
5) Use specific behavioral criteria and standards
6) Set goals for employees (specific and challenging ones)
7) Focus on how to observe job behaviors and provide incentives to do so
1) Ensure that procedures for personnel decisions do not differ as a function
of the race, sex, national origin, religion, or age of those affected by such
decisions.
2) Use objective and uncontaminated data whenever they are available.
3) Provide a formal system of review or appeal to resolve disagreements
regarding appraisals.
4) Use more than one independent evaluator of performance.
5) Use a formal, standardized system for personnel decisions.
6) Ensure that evaluators have ample opportunity to observe and rate
performance if ratings must be made.
7) Avoid ratings on traits such as dependability, drive, aptitude, or attitude.
8) Provide documented performance counseling prior to performance,-based
termination decisions.
Legally Defensible Appraisal Systems
9) Communicate specific performance standards to employees.
10) Provide raters with written instructions on how to complete performance evaluations.
11) Evaluate employees on specific work dimensions, rather than on a single overall or global measure.
12) Require documentation in terms of specific behaviors (e.g., critical incidents) for extreme ratings.
13) Base the content of the appraisal form on a job analysis.
14) Provide employees with an opportunity to review their appraisals (e.g., several days prior to formal feedback session).
15) Educate personnel decision-makers regarding laws on discrimination.
Legally Defensible Appraisal Systems (cont)
• Asking for (and using) performance information/input from employees
• Ensure a 2-way interaction during the performance appraisal meeting
• Provide a way for employees to counter or challenge the appraisal
• Sufficient detail and knowledge of employee performance by supervisors
• Consistent use of performance standards across employees
• Basing performance evaluation on actual job behaviors
Factors Affecting Employees Acceptance of Performance Evaluations
Importance of rater training
(importance of using employee self-evaluations)
Non minority
Minority
Performance Criterion
Satisfactory
Unsatisfactory
Reject Accept
Predictor Score
Equal validity, unequal criterion means
- Equal test scores; Minorities performing less well on job (over predicting performance)
- Minorities hired same as non minorities but probability of success is small. Can reinforce existing stereotypes.