Performance Management(SHRM)

7/28/2019 Performance Management(SHRM)

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Performance Management

And Feedback Presented By :Neha Singh (007)

Ashu (015)

Heena Rajora (024)


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Performance Management and Feedback

Organizations need broader performance measures

to insure that:

Performance deficiencies are addressed in a timely manner

through employee development programs.

Employee behaviors are being channeled in the appropriate

direction toward performance of specific objectives.

Employees are provided with appropriate and specific

feedback to assist with their career development.


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Training and Development


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Who Evaluates?

Problems with immediate supervisors conducting

performance evaluations:

Lacking appropriate information to provide informed feedback

on employee performance.

Insufficient observation of the employees day-to-day work to

validly assess performance.

Lack of knowledge about the technical dimensions of a

subordinates work.

Lack of training or appreciation for the evaluation process.

Perceptual errors by supervisors that create bias or lack of

subjectivity in evaluations.


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Perceptual Errors of Raters

Halo Effect

Rater allows a single trait, outcome or consideration to

influence other measures of performance.

Stereotyping Rater makes performance judgments based on employees

personal characteristics rather than the employees actual

performance.

Recency Error Recent events and behaviors of the employee bias the raters

evaluation of the employees overall performance.


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Perceptual Errors of Raters (contd)

Central Tendency Error

Evaluator avoids higher and lower ends of performance

assessment rating in favor of placing all employees at or near

the middle of the scales.

Leniency or Strictness Errors

Evaluators tendency is to rate all employees either above

(leniency) or below (strictness) their actual performance level.

Personal Biases and Organizational Politics Have a significant impact on the ratings employees receive

from their supervisors.


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What to Evaluate?

Traits Measures

Are an assessment of how the employee fits with the

organizations culture, not what the employee actually does.

Behavior-based measures Focus on what an employee does correctly and what theemployee should do differently.

Results-based measures

Focus is on accomplishments or outcomes that can bemeasured objectively. Problems occur when results

measures are difficult to obtain, outside employee control, or

ignore the means by which the results were obtained.


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How to Evaluate?

Absolute Measurement

Employees are all measured strictly by absolute performance

requirements or standards of their jobs.

Relative Assessment Employees are measured against other employees andranked on their distance from the next higher to the next

lower performing employee.

Ranking allows for comparison of employees but does notshed light on the distribution of employee performance.


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Measures of Evaluation

Graphic Rating Scales

Weighted Checklists

Behaviorally Anchored

Rating Scales (BARS)

Behavioral Observation

Scales (BOS)

Critical Incident Method

Management By

Objectives (MBO)


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Behavioral Observation Scale (BOS)


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Performance Management Systems Guidelines

Feedback to employees must be specific ratherthan general.

Feedback should come only from credible,

trustworthy sources. Feedback should be provided as soon as possible

for maximum benefit.

Performance measures must be based on clear,

measurable goals.

The performance system must involve a dialogue

between the employee and the manager.


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360 Degree Feedback

Purposes of 360 Degree feedback systems:

Furthering management and leadership development.

Facilitating organizational change and improvement initiatives

that allow the organization to become more open and

participative.

Expand the formal appraisal system by making feedback

evaluative and linking it more with a managers or employees

formal performance appraisal.


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360 Degree Feedback

Recommendations for increasing the likelihoodthat 360 feedback will benefit the organization:

Assign an internal consultant or champion to oversee the

process and hold that individual accountable for results.

Initial implementation should be on a limited basis to allow for

an evaluation of the process using a pre-post test control

group test design.

Create a focus group to clearly identify effectiveness criteria

measures that the organization values most highly and thatwill be used in the measurement process.

Train all raters to avoid systematic rater errors.


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Documents

Performance Management(SHRM)