Human Resource Management

1
ELEVENTH EDITION

GARY DESSLER

Part 3 | Training and Development

Chapter 9

Performance Management and Appraisal Tariq Saeed

PowerPoint Presentation by Charlie Cook The University of West Alabama

Performance Management and Appraisal

Introduction Basic Concepts in Performance Management and

Appraisal

An Introduction to Appraising Performance Appraising Performance: Problems And Solutions The Appraisal Interview Creating the Total Performance Management Process Summary/Q&A & Discussion

Basic Concepts in Performance Management and Appraisal

Comparing Performance Appraisal and Performance Management

Performance Appraisal:
Setting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance.

Performance Management:
An integrated approach to ensuring that an employees performance supports and contributes to the organizations strategic aims.

Basic Concepts in Performance Management and Appraisal

All companies have some formal or informal means of appraising employees performance Performance Appraisal
Any procedure that involves (1) Setting work standards, (2 )

Assessing the employees actual performance relative to standards (3) Providing feedback to the employees to motivate them or eliminate performance deficiencies or to cont perform.

Performance management
The process that unites goal setting , performance appraisal ,

and development into a single , common system whose aim is to ensure the employees performance is supporting the companys strategic aims.(cont)

Basic Concepts in Performance Management and Appraisal Performance management (cont)

The distinguishing feature is that it measures employees

expectations/training , standards setting, monitoring progress, measuring results and appraising and feedback and rewarding or correcting employee performance. It means setting goals which contribute to achieving companys strategic aims. Daily/weekly interactions ensuring cont improvement in employees capacity & performance Employee training & needs provision for job performance

Comparing Performance Appraisal and Performance Management Performance appraisal

Evaluating an employees current and/or past

performance relative to his or her performance standards.

Performance management
The process employers use to make sure

employees are working toward organizational goals.

Employees individual goals point towards overall strategic direction

Why Performance Management?

Total Quality

The Performance Management Approach

Appraisal Issues

Strategic Focus

Why Performance Management? Increasing use by employers of performance management reflects:

The popularity of the total quality management (TQM)

concepts.

An employees performance is a function of training, communication, tools & supervision than his own motivation. PMs integration of goal setting, Appraisal & Development.

The belief that traditional performance appraisals are often

not just useless but tense& counterproductive. The necessity in todays globally competitive industrial environment for every employees competencies and efforts to focus on helping the company to achieve its strategic goals while continuous improvement is a management philosophy.

Continuous improvement
A management philosophy that requires employers to continuously set and relentlessly meet ever-higher quality, cost, delivery, and availability goals by:
Eradicating the seven wastes:

Overproduction, defective products, and unnecessary downtime, transportation, processing costs, motion, and inventory.

Requiring each employee to continuously improve

his or her own personal performance, from one appraisal period to the next.

An Introduction to Appraising Performance

Why appraise performance? Realistic Appraisals Steps in appraising performance Appraisal Methods

An Introduction to Appraising Performance Why appraise performance?

Appraisals play an integral role in the employers

performance management process and translates employers strategic goals into specific employee goals. Appraisals helps boss and employee in planning for correcting deficiencies and reinforce things done correctly. Appraisals , help in identifying employee strengths and weaknesses, are useful for career planning Appraisals affect the employers salary raise and promotion decisions.

Realistic Appraisals
The tool will NOT matter if the appraisal isnt accurate Motivations for soft (less-than-candid) appraisals The fear of having to hire and train someone new The unpleasant reaction of the appraisee A company appraisal process thats not conducive to candor Hazards of giving soft appraisals Employee loses the chance to improve before being forced to change jobs. Lawsuits arising from dismissals involving inaccurate performance appraisals.

Defining the Employees Goals and Work Standards

Guidelines for Effective Goal Setting

Assign Specific Goals

Assign Measurable Goals

Assign Challenging but Doable Goals

Encourage Participation

Defining Goals and Work Efforts Guidelines for effective goals

Assign specific goals Assign measurable goals

Assign challenging but doable goals

Encourage participation

SMART goals are:

Specific, and clearly state the desired results.
Measurable in answering how much. Attainable, and not too tough or too easy. Relevant to whats to be achieved. Timely in reflecting deadlines and milestones.

Performance Appraisal Roles Supervisors

Usually do the actual appraising. Must be familiar with basic appraisal techniques. Must understand and avoid problems that can

cripple appraisals. Must know how to conduct appraisals fairly.

Give the employee advance notice Give the employee an advance copy of the appraisal

Must BE PREPARED.
Review prior performance appraisals Review any notes taken regarding employees performance BE FAMILIAR with the employees job What projects they are working on, etc.

Performance Appraisal Roles (contd) HR department

Serves a policy-making and advisory role. Provides advice and assistance regarding the

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 EEO laws and are up to date.

Steps in Appraising Performance Defining the job

Making sure that you and your subordinate agree on

his or her duties and job standards.

Heres where that job description comes in handy..

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

progress, and making plans for any development required.

Designing the Appraisal Tool What to measure?

Work output (quality and quantity) Personal competencies Goal (objective) achievement

How to measure?
Graphic rating scales Alternation ranking method MBO

An Introduction to Appraising Performance

Appraisal Methods
Graphical rating scale Method Alternation ranking method Paired Comparison Method Forced Distribution Method

Critical Incident Method

Narrative Forms Behaviorally Anchored Rating Scales

Management by Objectives
Computerized & Web-Based Appraisals Merging Methods

Performance Appraisal Methods Graphic rating scale

A scale that lists a number of traits and a range of

performance for each that is used to identify the score that best describes an employees level of performance for each trait.

Performance Appraisal Methods (contd) Alternation ranking method

Ranking employees from best to worst on a

particular trait, choosing highest, then lowest, until all are ranked.

Paired comparison method

Ranking employees by making a chart of all possible

pairs of the employees for each trait and indicating which is the better employee of the pair.

Performance Appraisal Methods (contd) Forced distribution method

Similar to grading on a curve; predetermined

percentages of ratees are placed in various performance categories. Example:

15% high performers 20% high-average performers 30% average performers 20% low-average performers 15% low performers

Narrative Forms

Performance Appraisal Methods (contd) Behaviorally anchored rating scale (BARS)

An appraisal method that uses quantified scale with

specific narrative examples of good and poor performance.

Developing a BARS:
Generate critical incidents Develop performance dimensions Reallocate incidents Scale the incidents Develop a final instrument

Performance Appraisal Methods (contd) Advantages of using a BARS

A more accurate gauge Clearer standards

Feedback
Independent dimensions Consistency

Using MBO

Setting unclear objectives

Time-consuming appraisal process

Problems with MBO

Conflict with subordinates over objectives

Management by Objectives (MBO) Involves setting specific measurable goals with each employee and then periodically reviewing the progress made.
1. Set the organizations goals.
2. Set departmental goals. 3. Discuss departmental goals. 4. Define expected results (set individual goals). 5. Performance reviews. 6. Provide feedback.

Biggest problem with MBOs is when they are vague or unclear

Appraising Performance: Problems and Solutions

Potential Rating Scale Appraisal Problems

Unclear Standards

Halo Effect

Central Tendency

Leniency or Strictness

Bias

Potential Rating Scale Appraisal Problems Unclear standards

An appraisal that is too open to interpretation.

Halo effect
Occurs when a supervisors rating of a subordinate

on one trait biases the rating of that person on other traits.

Central tendency
A tendency to rate all employees the same way,

such as rating them all average.

Potential Rating Scale Appraisal Problems (contd) Strictness/leniency

The problem that occurs when a supervisor has a

tendency to rate all subordinates either high or low.

Bias
The tendency to allow individual differences such

as age, race, and sex to affect the appraisal ratings employees receive.

Appraising Performance: Problems and Solutions (contd)

How to Avoid Appraisal Problems

Know Problems

Use the Right Tool

Train Supervisors

Control Outside Influences

Keep a Diary

How to Avoid Appraisal Problems

Learn and understand the potential problems, and the solutions for each. Use the right appraisal tool. Each tool has its own pros and cons. Train supervisors to reduce rating errors such as halo, leniency, and central tendency.

Have raters compile positive and negative critical incidents as they occur.
PAY ATTENTION

Who Should Do the Appraising?

Immediate Supervisor

Self-Rating

Peers

Potential Appraisers

Subordinates

Rating Committee

360-Degree Feedback

Who Should Do the Appraising? The immediate supervisor Peers Appraisals Rating committees
Employees supervisor and 2-3 other supervisors

Self-ratings Appraisals by Subordinates 360-Degree feedback

Advantages and Disadvantages of Appraisal Tools

Table 93

The Appraisal Interview

SatisfactoryPromotable

SatisfactoryNot Promotable

Types of Appraisal Interviews

UnsatisfactoryCorrectable

UnsatisfactoryUncorrectable

The Appraisal Interview Types of appraisal interviews

SatisfactoryPromotable SatisfactoryNot promotable

UnsatisfactoryCorrectable

Immediately followed by some form of a CAP

UnsatisfactoryUncorrectable

How to conduct the appraisal interview

Talk in terms of objective work data. Dont get personal. Encourage the person to talk. Dont tiptoe around.

The Appraisal Interview (contd)

Guidelines for Conducting an Interview

Talk in terms of objective work data.

Dont get personal.

Encourage the person to talk.

Dont tiptoe around.

The Appraisal Interview (contd) How to ensure the interview leads to improved performance
Dont make the subordinate feel threatened during

the interview.
Give the subordinate the opportunity to present his

or her ideas and feelings and to influence the course of the interview.
Have a helpful and constructive supervisor conduct

the interview.
Offer the subordinate the necessary support for

development and change.

The Appraisal Interview (contd) How to handle a defensive subordinate

Recognize that defensive behavior is normal. Never attack a persons defenses.

Postpone action.
Recognize your own limitations.

You are their boss not their shrink

The Appraisal Interview (contd) How to criticize a subordinate

Do it in a manner that lets the person maintain his or

her dignity and sense of worth.

Criticize in private, and do it constructively.
Avoid once-a-year critical broadsides by giving

feedback on a daily basis, so that the formal review contains no surprises.

Never say the person is always wrong Criticism should be objective and free of any

personal biases on your part.

The Appraisal Interview (contd) How to handle a formal written warning

Purposes of the written warning

Purpose is to CHANGE BEHAVIOR

To shake your employee out of bad habits.

Help you defend your rating, both to your own boss and (if needed) to the courts.

Written warnings should:

Identify standards by which employee is judged. Make clear that employee was aware of the standard. Specify deficiencies relative to the standard.

Indicates employees prior opportunity for correction.

Creating the Total Performance Management Process What is our strategy and what are our goals? What does this mean for the goals we set for our employees, and for how we train, appraise, promote, and reward them? What will be the technological support requirements?

Performance Management Systems

What Are the Purposes of a Performance Management System? What Difficulties Exist in Performance Management Systems?
Focus on the Individual
Focus on the Process

The Appraisal Process

1. Establish performance standards with employees. 2. Mutually set measurable goals. 3. Measure actual performance 4. Compare actual performance with standards. 5. Discuss the appraisal with employee. 6. If necessary, initiate corrective action

Factors That Can Distort Appraisals

Leniency Error Halo Error Similarity Error Low Appraiser Motivation Central Tendency Inflationary Pressures Inappropriate Substitute for Performance Attribution Theory

Creating More Effective Performance Management Systems

Use Behavior-based Measures Combine Absolute and Relative Standards Provide Ongoing Feedback Have Multiple Raters
Use Peer Evaluations 360-Degree Appraisals

Rate Selectively Train Appraisers

SUMMARY/DISCUSION

THANK YOU!

858

Performance Evaluations/Appraisals
Performance evaluations are an integral part of most organizations. Properly developed and implemented, the performance appraisal process can help an organization achieve its goals by developing productive employees. Although there are many types of performance evaluation systems, each with its own advantages and disadvantages Performance evaluations must be objective and job related. That is they must be reliable and valid. Performance evaluations/appraisals must also be able to measure reasonable performance success. To assist these matters, two factors arise; 1. The performance appraisal must be conducted according to some established intervals; and 2. Appraisers must be trained in the process.