Performance Appraisal of Hrm

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  • Topic: Management, Goal, Management by objectives
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  • Published : November 14, 2011
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Performance Management and Appraisal
After studying this chapter, you should be able to:
1. Evaluate and improve the appraisal form in Figure 9–1. 2. Describe the appraisal process.
3. Develop, evaluate, and administer at least four performance appraisal tools. 4. Explain and illustrate the problems to avoid in appraising performance. 5. List and discuss the pros and cons of six appraisal methods. 6. Perform an effective appraisal interview.

7. Discuss the pros and cons of using different raters to appraise a person’s performance.

Basic Concepts in Performance
Management and Appraisal
[pic]

Why Performance Management?
[pic]

Defining the Employee’s Goals and Work Standards
[pic]

Using MBO
[pic]
Appraising Performance: Problems and Solutions
[pic]

Appraising Performance:
Problems and Solutions (cont’d)
[pic]

Who Should Do the Appraising?
[pic]

The Appraisal Interview
[pic]

The Appraisal Interview (cont’d)
[pic]

performance appraisal
performance management
graphic rating scale
alternation ranking method
paired comparison method
forced distribution method
critical incident method
behaviorally anchored rating scale (BARS)
management by objectives (MBO)
electronic performance monitoring (EPM)
unclear standards
halo effect
central tendency
strictness/leniency
bias
appraisal interview

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Comparing
Performance Appraisal and
Performance Management

Performance Management:
An integrated approach to ensuring that an employee’s performance supports and contributes to the organization’s strategic aims.

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

The Performance Management Approach

Strategic Focus

Appraisal Issues

Total Quality

Guidelines for Effective Goal Setting

Assign Challenging but Doable Goals

Assign Measurable Goals

Encourage Participation

Assign Specific Goals

Time-consuming
appraisal process

Conflict with subordinates over objectives

Setting unclear
objectives

Problems with MBO

Bias

Central Tendency

Potential Rating Scale Appraisal Problems

Halo
Effect

Leniency or Strictness

Unclear Standards

Keep
a Diary

Train Supervisors

How to Avoid Appraisal Problems

Use the Right Tool

Control Outside Influences

Know Problems

Rating
Committee

Peers

Immediate Supervisor

Potential Appraisers

360-Degree
Feedback

Subordinates

Self-Rating

Types of Appraisal
Interviews

Unsatisfactory—Uncorrectable

Unsatisfactory—Correctable

Satisfactory—Not Promotable

Satisfactory—Promotable

Guidelines for Conducting
an Interview

Encourage the person to talk.

Don’t get personal.

Don’t tiptoe around.

Talk in terms of objective work data.
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