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ELEVENTH EDITION
GARY DESSLER
Chapter 9
After studying this chapter, you should be able to: 1. Describe the appraisal process. 2. Develop, evaluate, and administer at least four performance appraisal tools. 3. Explain and illustrate the problems to avoid in appraising performance. 4. List and discuss the pros and cons of six appraisal methods. 5. Perform an effective appraisal interview. 6. Discuss the pros and cons of using different raters to appraise a persons performance.
2008 Prentice Hall, Inc. All rights reserved. 92
Performance Appraisal
Evaluating an employees current and/or past
work standards Assessing the employees actual performance relative to those standards Providing feedback
93
Encourage Participation
94
95
96
appraisal tool to use. Prepares forms and procedures and insists that all departments use them. Responsible for training supervisors to improve their appraisal skills. Responsible for monitoring the system to ensure that appraisal formats and criteria comply with relavents laws and are up to date.
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Appraising performance
Comparing your subordinates actual performance
to the standards that have been set; this usually involves some type of rating form.
Providing feedback
Discussing the subordinates performance and
performance for each that is used to identify the score that best describes an employees level of performance for each trait.
99
Figure 93
2008 Prentice Hall, Inc. All rights reserved. 910
Source: James Buford Jr., Bettye Burkhalter, and Grover Jacobs, Link Job Description to Performance Appraisals, Personnel Journal, June 1988, pp. 135136.
2008 Prentice Hall, Inc. All rights reserved.
Figure 94
911
Figure 95a
912
Figure 95b
913
Figure 95c
914
particular trait, choosing highest, then lowest, until all are ranked.
915
Figure 96
2008 Prentice Hall, Inc. All rights reserved. 916
Overall Ranking = (1 + 6 + 5) /3 = 4
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pairs of the employees for each trait and indicating which is the better employee of the pair.
918
Note: + means better than. means worse than. For each chart, add up the number of 1s in each column to get the highest-ranked employee.
Figure 97
2008 Prentice Hall, Inc. All rights reserved. 919
MGT 301
15% * 40 = 6 A
20% * 40 = 8 B
30% * 40 = 12 C 20% * 40 = 8 D 15% * 40 = 6 F
920
examples of an employees work-related behavior and reviewing it with the employee at predetermined times.
921
Table 91
2008 Prentice Hall, Inc. All rights reserved. 922
Narrative Forms
Source: Reprinted with permission of the publisher, HRnext.com; copyright HRnext.com, 2003.
Figure 98
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924
7 6
Picks up phone in 1 ring. Picks up phone in 2 rings. Picks up phone in 3 rings. Picks up phone in 4 rings. Picks up phone in 5 rings. Picks up phone most of the time. Does not pick up phone.
5
4 3 2 1
925
Factor 2 Customer Complaint Management: The time spent on resolving customer complaint
7 6 5
Resolves issue in under 1 minute. Resolves issue in under 2 minutes. Resolves issue in under 3 minutes.
4
3 2 1
926
Factor 3 Ability to sell new features: Is the person persuasive enough to sell new features of the company to customers.
7 6 5
Is able to sell a new feature in every call. Is able to sell a new feature in every 2/3 calls. Is able to sell a new feature in every 4/5 calls.
4
3 2 1
927
All depts. (consumer banking, corporate banking etc.) to focus on quality customer service
5. Performance reviews.
6. Provide feedback.
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Table 93
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Unclear Standards
Halo Effect
Central Tendency
Leniency or Strictness
Bias
930
Know Problems
Train Supervisors
Keep a Diary
931
Immediate Supervisor
Self-Rating
Peers
Potential Appraisers
Subordinates
Rating Committee
360-Degree Feedback
932
SatisfactoryPromotable
SatisfactoryNot Promotable
UnsatisfactoryUncorrectable
933
934