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Chap 7 - Performance Appraisal

Chapter 7 performance appraisal

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48 views27 pages

Chap 7 - Performance Appraisal

Chapter 7 performance appraisal

Uploaded by

A1-40-Kiều Vy
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Copyright © 2016 Pearson Education, Ltd.

1-1
Chapter 7

Performance Management and Appraisal


Content

1 Purpose of performance appraisal

2 Appraisal method

How to deal with Appraisal Problems


3 and Interview
Objective 1
Explain the purpose of
performance appraisal
1. Purpose of performance appraisal

Enhance employee
motivation
F
Determine appropriate a
rewards & compensation c
i
l
i Facilitate the HR
Facilitate employee
t planning
development
a process
t
e
5 purposes of
Performance Management System
l
e
g
a
The Three-Step Performance
Appraisal Cycle
Who
evaluates

Who evaluate employee performance?


Who evaluates

360
degree
Supervisor
feedback

Peers
Self

Customers Subordinates
Objective 2
Appraisal Method
What to
evaluate

Trait Behavior Result


s s s
 focus on the general  focus on what an employee  focus on specific
abilities & characteristics does by examining specific accomplishments or direct
behaviors of the employee outcomes of an employee’s
 include: loyalty to the
work
organization,  include: ability to get along
industriousness, & with others, punctuality,  Include: number of units sold,
gregariousness willingness to take initiative, divisional profitability, cost
& meet deadline reduction, efficiency, or quality
2. Appraisal Methods

• Graphic rating scales


• Paired Comparison Method
• Weighted checklists
• Behaviorally anchored rating scale
(BARS)
• Behavioral observation scale (BOS)
• Critical incident measures
• Objectives-based measures / MBO
Graphic Rating
Scale

Good memory

Focus
Paired Comparison Method
Weighted
checklists
Behaviorally Anchored Rating
Scales
9 Can sell the product
8 Consult the product that the customers should choose & reasons
7 Encourage the customers to try the products
6 Suggest the products that suit customers’ purpose
5 Introduce the products to customers
4 Ask the customers what do they need
3 Say hello to customers
2 Do nothing
1 Yell at customers
Behavioral Observation Scale
(BOS)
Appraisal Methods (cont.)

Critical Incident Method: Compiling ̣collect incidents all year


helps reduce supervisors’ tendencies to focus unduly on just the
last few weeks when appraising subordinates’ performance
Objectives-based measures or
Management By Objective
(MBO)
 The employee meet with his/ her
01 immediate supervisor.

Agree on the employee’s work objectives


02 (consistent with the organization strategy)

Performance review
03 & feedback.
1
Case study
• A customer angrily 2
stormed into the shop, • The sales clerk went on a
complaining that the leave during the festive
product he ordered was season, during which
damaged 80% of the sales
The sales executive happened.
patiently listened to the • He provided no logical
complaint and promptly reason for the leave and
stopped responding to
replaced it, apologizing the phone calls
for the customer’s
inconvenience.
Objective 3
How to deal with
Appraisal Problems and
Interview
Performance Appraisal Problems &
Appraisal Interview

Avoid Halo Effect Ratings


The rating you give a subordinate on one trait influences the way
you rate the person on other traits.

Avoid the Middle


A tendency to rate all employees as being about average, or in the
middle.
Such restrictions make evaluations less useful for promotion, salary,
and counseling purposes
Performance Appraisal Problems &
Appraisal Interview

Don’t Be Lenient (easy) or Strict

Avoid Bias
Evaluate individual differences among rates in terms of
characteristics like age, race, and gender, which often apart from
(not) their actual performance.
How to Handle a Defensive Subordinate
• Recognize that defense behavior is normal
• Never attack a person’s defenses
• Postpone action
• Recognize your own limitations
How to Conduct the Appraisal Interview

• Talk in terms of objective work data


• Don’t get personal
• Encourage the person to talk
• Don’t tiptoe
Employee Engagement Guide
1. Show how efforts are part of the “big picture”

2. Manifest “psychological meaningfulness”

3. Be candid and objective while respectful

4. Provide support, resources, and tools needed

5. Focus on the strengths

6. Listen and value employees’ feedback

7. Show how efforts are part of career development

8. Ensure fair and just rewards or remedial actions

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