Upload
denis-lloyd
View
223
Download
0
Tags:
Embed Size (px)
Citation preview
Performance Management
Human Resource ManagementHuman Resource Management
Requirements of Effective Performance Appraisals RelevanceRelevance
Clear link between Clear link between performance standards performance standards for a job and the for a job and the organization’s goalsorganization’s goals
Clear links between Clear links between critical job elements critical job elements identified through a job identified through a job analysis and the analysis and the dimensions to be rateddimensions to be rated
SensitivitySensitivity Distinguishes between Distinguishes between
good and poor workersgood and poor workers
ReliabilityReliability Consistent, accurateConsistent, accurate
AcceptabilityAcceptability PracticalityPracticality
Legal Issues
Performance appraisals constitute an Performance appraisals constitute an employment “test”employment “test”
Research shows that appraisal systems that Research shows that appraisal systems that are psychologically sound and effectively are psychologically sound and effectively designed management tools are nearly designed management tools are nearly always legally defensiblealways legally defensible
To Increase Legal Defensibility
Be consistent with all Be consistent with all employees across all employees across all policiespolicies
Keep careful Keep careful performance logs and performance logs and other documentation other documentation on all employees, not on all employees, not just problem just problem employeesemployees
Tactful honesty is the Tactful honesty is the best policybest policy
Never make promises Never make promises that cannot be keptthat cannot be kept
If an employee’s job is If an employee’s job is in danger due to poor in danger due to poor performance, tell performance, tell him/herhim/her
Case Law Recommendations
Conduct job analysisConduct job analysis Incorporate these characteristics into a rating Incorporate these characteristics into a rating
instrumentinstrument Train supervisors to use it properlyTrain supervisors to use it properly Include a formal appeals mechanismInclude a formal appeals mechanism Document the appraisal and reasons for decisionsDocument the appraisal and reasons for decisions Provide performance counseling or corrective Provide performance counseling or corrective
guidanceguidance
Methods of Appraising Performance
Form is only one Form is only one component; is a component; is a processprocess
Results-oriented Results-oriented methodsmethods MBOMBO Work planning and Work planning and
reviewreview
Behavior-oriented Behavior-oriented methodsmethods Narrative essayNarrative essay RankingRanking Paired comparisonsPaired comparisons Forced distributionsForced distributions Behavioral checklistsBehavioral checklists Critical incidentsCritical incidents Graphic rating scalesGraphic rating scales BARSBARS
In Successful Performance Management . . . Employees understand Employees understand
job expectationsjob expectations Many managers assume Many managers assume
employees know how employees know how to do their jobsto do their jobs
Develop performance Develop performance standardsstandards What is to be doneWhat is to be done How well it must be How well it must be
donedone
Supervisors must Supervisors must communicate regularlycommunicate regularly
Supervisors must Supervisors must regularly document regularly document employee performanceemployee performance
Supervisors and Supervisors and employees must employees must cooperatecooperate
Communication is Essential
The formal performance appraisal should hold no The formal performance appraisal should hold no surprisessurprises
Feedback should beFeedback should be FrequentFrequent HonestHonest ObjectiveObjective Related only to performanceRelated only to performance Both positive and negativeBoth positive and negative Tactful and sensitiveTactful and sensitive
Completing the Formal Appraisal
Refer frequently to documentationRefer frequently to documentation Be specific. Give examples and detailsBe specific. Give examples and details Ensure comments are job relatedEnsure comments are job related Be honestBe honest Managers usually review and approve Managers usually review and approve
supervisors’ ratingssupervisors’ ratings Employees do not have to be perfect to get Employees do not have to be perfect to get
the top ratingthe top rating
Performance Appraisal “Don’ts”
AvoidingAvoiding ProblemsProblems Negative issuesNegative issues Issues all year and save Issues all year and save
them for the formal them for the formal performance appraisalperformance appraisal
Rater errorsRater errors HaloHalo ContrastContrast RecencyRecency PrimacyPrimacy StringencyStringency LeniencyLeniency
Rating personality or Rating personality or potentialpotential
Performance Appraisal “Don’ts”
Giving an average or Giving an average or above average rating above average rating to a poor performerto a poor performer
Doing more than 70% Doing more than 70% of the talking in the of the talking in the interview interview
Preaching in the Preaching in the interviewinterview
Comparing the Comparing the employee to other employee to other employeesemployees
Showing Showing inconsistency or inconsistency or unfairness between unfairness between employeesemployees
Measuring personality Measuring personality traitstraits
Career Development
Human Resource ManagementHuman Resource Management
Major Thrusts of Career Programs Self-awarenessSelf-awareness ValuesValues AttitudesAttitudes Interests Interests ExperiencesExperiences SkillsSkills
Reality Testing
Confirming self-perceptions with othersConfirming self-perceptions with others Researching jobs and careersResearching jobs and careers Matching self characteristics with careersMatching self characteristics with careers Setting goals to achieve desired career goalsSetting goals to achieve desired career goals
More informationMore information Further educationFurther education Further experienceFurther experience Others (raising capital, etc.)Others (raising capital, etc.)
Action plan for goal achievementAction plan for goal achievement
Definition of Career
Career management important today becauseCareer management important today because Concerns for quality of work life and personal Concerns for quality of work life and personal
life planninglife planning Equal employment and affirmative action Equal employment and affirmative action Rising educational levels and occupational Rising educational levels and occupational
aspirationsaspirations Slow economic growth and reduced opportunities Slow economic growth and reduced opportunities
for advancementfor advancement
Career Management in Organizations Allows for efficient management of human Allows for efficient management of human
resources over timeresources over time Today's workers do not have a clear career path to Today's workers do not have a clear career path to
advance within an organizationadvance within an organization They are motivated if they see value in activities They are motivated if they see value in activities Require different management than that used for Require different management than that used for
workers thirty years agoworkers thirty years ago
Career Management in Organizations Global competition forced elimination of Global competition forced elimination of
management positionsmanagement positions Baby boomers have taken more places in the Baby boomers have taken more places in the
workforceworkforce Burnout and withdrawal unless given alternatives Burnout and withdrawal unless given alternatives
for challenge and achievementfor challenge and achievement Career stages are linked to time beginning various Career stages are linked to time beginning various
career phases, not age itselfcareer phases, not age itself
Career Management and Individual Responsibility Organizations are increasingly temporary Organizations are increasingly temporary
places to workplaces to work Individuals must manage their own careers Individuals must manage their own careers Most are unequipped to do soMost are unequipped to do so Career strategies provide systems for Career strategies provide systems for
organizations to deal with temporary organizations to deal with temporary employmentemployment
Career Management and Individual Responsibility Selecting field and employerSelecting field and employer
Have macro, long-range objectivesHave macro, long-range objectives Every potential employer must be judged by Every potential employer must be judged by
these long-term objectivesthese long-term objectives Accept short-term trade-ins for long term Accept short-term trade-ins for long term
benefitsbenefits Consider whether highly specialized jobs or Consider whether highly specialized jobs or
isolated job assignments might restrict attaining isolated job assignments might restrict attaining your long-range objectiveyour long-range objective
Career Management and Individual Responsibility Know where you areKnow where you are
Be aware of opportunities available to you in Be aware of opportunities available to you in your current positionyour current position
Assess your current performance, as well as Assess your current performance, as well as how management perceives your performancehow management perceives your performance
Recognize when you and your organization Recognize when you and your organization have outlived your utility for each otherhave outlived your utility for each other
Career Management and Individual Responsibility Organizations have responsibility toOrganizations have responsibility to
Plan in terms of shorter employment Plan in terms of shorter employment relationshipsrelationships Such as fixed-term employment contracts with Such as fixed-term employment contracts with
options for renegotiation and extensionoptions for renegotiation and extension
Invest adequate time and energy in job design Invest adequate time and energy in job design and equipmentand equipment