HRM Dessler CH# 09

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HRM Dessler CH# 09

  1. 1. Human Resource Management ELEVENTH EDITION 1 GARY DESSLER Part 3 | Training and Development Chapter 9 Performance Management and Appraisal © 2008 Prentice Hall, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama
  2. 2. 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. © 2008 Prentice Hall, Inc. All rights reserved. 9–2
  3. 3. 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. © 2008 Prentice Hall, Inc. All rights reserved. Performance Management: An integrated approach to ensuring that an employee’s performance supports and contributes to the organization’s strategic aims. 9–3
  4. 4. Why Performance Management? Total Quality The Performance Management Approach Appraisal Issues Strategic Focus © 2008 Prentice Hall, Inc. All rights reserved. 9–4
  5. 5. Defining the Employee’s Goals and Work Standards Guidelines for Effective Goal Setting Assign Specific Goals Assign Measurable Goals © 2008 Prentice Hall, Inc. All rights reserved. Assign Challenging but Doable Goals Encourage Participation 9–5
  6. 6. Using MBO Setting unclear objectives Time-consuming appraisal process Problems with MBO Conflict with subordinates over objectives © 2008 Prentice Hall, Inc. All rights reserved. 9–6
  7. 7. Appraising Performance: Problems and Solutions Potential Rating Scale Appraisal Problems Unclear Standards Halo Effect Central Tendency © 2008 Prentice Hall, Inc. All rights reserved. Leniency or Strictness 9–7 Bias
  8. 8. Appraising Performance: Problems and Solutions (cont’d) How to Avoid Appraisal Problems Know Problems Use the Right Tool Train Supervisors © 2008 Prentice Hall, Inc. All rights reserved. Control Outside Influences 9–8 Keep a Diary
  9. 9. Who Should Do the Appraising? Immediate Supervisor Peers Self-Rating Potential Appraisers Rating Committee © 2008 Prentice Hall, Inc. All rights reserved. Subordinates 360-Degree Feedback 9–9
  10. 10. The Appraisal Interview Satisfactory—Promotable Satisfactory—Not Promotable Types of Appraisal Interviews Unsatisfactory—Correctable Unsatisfactory—Uncorrectable © 2008 Prentice Hall, Inc. All rights reserved. 9–10
  11. 11. The Appraisal Interview (cont’d) Guidelines for Conducting an Interview Talk in terms of objective work data. Don’t get personal. © 2008 Prentice Hall, Inc. All rights reserved. Encourage the person to talk. Don’t tiptoe around. 9–11
  12. 12. KEY TERMS performance appraisal performance management graphic rating scale alternation ranking method paired comparison method forced distribution method critical incident method behaviorally anchored rating scale (BARS) © 2008 Prentice Hall, Inc. All rights reserved. management by objectives (MBO) electronic performance monitoring (EPM) unclear standards halo effect central tendency strictness/leniency bias appraisal interview 9–12

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