Flashcards
Chapter 9 - Performance Management
Cards in this deck (28)
- 1Performance AppraisalEvaluating employee's current and/or past performance relative to his or her performance standards
- 2Performance appraisal process1. Setting standards
2. Assess employee's actual performance compared to standards
3. Provide feedback to employee aiming to eliminate weaknesses/motivate continued success - 3Why appraise performance?1. Compensation, retention, promotion
2. Plays a role in performance management
3. Development plan (weaknesses, reinforce strengths)
4. Review career plans (future promos)
5. Identify training needs - 4Performance ManagementCONTINUOUS process
- Identify, measure, develop performance of individuals and teams
- Align performance of individuals - 5Six Basic Elements of Performance Management1. Goal sharing
2. Goal alignment
3. Ongoing performance monitoring
4. Ongoing feedback
5. Coaching and developmental support
6. Recognition and rewards - 6Who should do appraising?Mainly supervisors
(only one that effects pay) but...
Subordinate, Peers, Customer, Self - 7Performance Appraisal Tools 1. Graphic Rating Scale (Most popular method) Lists a number of traits and range of performance for each. (Below Expectations - Meets Exp. - Above Exp.) Employee is rated by score that describes level of performanceADVANTAGES
Simple to use; provides quantitative rating for each employee.
DISADVANTAGES
Standards may be unclear, halo effect, central tendency, bias, leniency - 8Performance Appraisal Tools 2. Behaviorally Anchored Rating Scale (BARS) Combines the benefits of narrative critical incidents ratings; Quantified scale with specific narrative examples of good and poor performanceADVANTAGES:
Provides behavior anchors, very accurate
DIS:
Difficult to develop - 95 STEPS TO DEVELOP BARS1. Write critical incidents
2. Develop performance dimensions
3. Reallocate Incidents
4. Scale incident
5. Develop final instrument - 10Performance Appraisal Tools 3. Alternation Ranking Ranking employees from best to worst based on particular trait; choosing highest then lowest until all are ranked.ADVANTAGES:
Simple to use, avoids central tendency and other problems of rating scales
DIS:
Can cause disagreements, maybe unfair to employees - 11Performance Appraisal Tools 4. Forced Distribution Method "Rank and Yank" Similar to grading on curve Predetermined percentages of ratees are placed in various performance categoriesADVANTAGES:
End up with predetermined number or %age of people in each group
DIS:
Employees appraisal results depends on your choice of cut-off points - 12Performance Appraisal Tools 5. Critical Incident Method Keeping a record of uncommonly good or undesirable examples of employee work related behaviors and review with employeesADVANTAGES:
Helps specify what is right and wrong about employee's performance. Force supervisor to evaluate on ongoing basis
DIS:
Difficult to rate one employee
compared to another - 13Performance Appraisal Tools 6. Management By Objectives (MBO) Multistep company-wide goal setting and appraisal program Requires specific measurable, organizationally relevant goals and periodically discuss employee goalsADVANTAGES:
Jointly agreed upon objectives
DIS:
Time consuming - 14Paired comparison methodCompare employee to another based on trait and then choose which employee is better - ranking
- 15Electronic Performance Monitoring (EPM)Having supervisors electronically monitor computerized data an employee is processing per day and his or her performance
- 16Conversation DaysJuniper - instead of annual reviews, have semiannual days where employees and managers talk about improvement and growth, setting stretch goals, align career interests
- 17Unclear Standardsappraisal that is too open to interpretation (ambiguous - unclear)
- 18Halo effectone factor that dominates evaluation
ex: ten criterias but only one you care about - allowing one thing to affect performance (posture = A in class) - 19Central tendencyrating all employees the same way, all average
- 20Leniency or strictnesstendency of managers to be positive rather than negative instead of balancing or talking about the negatives when they need to
- 21Biasallowing individual differences such as age, race, sex, to affect appraisal ratings
- 22Guidelines for Effective Appraisals To minimize bias1. Graphic rating problems, avoid appraisal errors
2. Use right appraisal tools
3. Keep a Diary of employee performance
4. Agree on a development plan
5. Be fair and effective - 23Appraisal Interviewinterview where supervisor and subordinate review appraisal and make plans to remedy weaknesses and reinforce strengths
- 24Two discussions Meeting 1:1. Listen to employee self-eval, don't share own perspective
2. Fill out appraisal form
3. Need your boss's approval on appraisal - 25Meeting 2: YOUR ASSESSMENT4. Talk most of the time, make sure subordinate understands, no debates
5. Talk about outcomes of the appraisal
(ex: 4 out of 5 criterias, talk about compensation) - 26Development Discussion1. Not meet expectations (what are WE going to do about it?) WE conversation
2. Change in the job (what do we have to do to get you invested in company again)
(BELOW ARE OPTIONAL)
3. Improve (what do you want?)
4. Promotion (Do you want it?) - 27Talent ManagementFocusing attention and resources on mission-critical employees, those who are critical to strategic needs of the company and its success
- 28SMART Specific Measurable Attainable Relevant TimelyUsed to define employee's goals and performance standards
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- HR Flashcards on Chapter 9 - Performance Management, created by Liyah on 07/05/2015.
- Created by
- Liyah · May 2015
- Updated
- Feb 19, 2016
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