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Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
Performance Appraisals Evaluating how well employees are working
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Performance Appraisals Evaluating how well employees are working

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  • 1. Performance Appraisals Evaluating how well employees are working
  • 2.  
  • 3. Performance Appraisals
    • What are Performance Appraisals (a.k.a. Evaluations)?
    • What is the purpose of Performance Evaluations?
      • Validation of Selection
      • Training Requirements
      • Employee Improvement
      • Pay, Promotion, and other decisions
  • 4. Performance Criteria
    • Need to have a standard by which to compare “good” behavior
    • Recall Predictors and Criteria
      • Predictors: what we are looking for when we hire
      • Criteria: the “evidence” of a good employee
        • Theoretical (ideal) vs. actual criteria
    • QG: What happens if performance evaluations are not fair or accurate?
  • 5. Issues with Criteria
    • Criterion Relevance
      • Is the actual criteria close to the theoretical criteria
    • Criterion Contamination
      • Biases and unrealiability
    • Criterion Deficiency
      • Problems with content validity
    • Criterion Usefulness
    • QG: Examples of these in your job
  • 6. Types of Appraisals
    • Objective
      • Behaviors
        • Absences, lateness, accidents
      • Production
        • Quantity and Quality of Output
        • Electronic Monitoring
    • May have problems of criterion deficiency
  • 7. Types of Appraisals
    • Subjective
      • Rankings of employees and ratings of performance
    • May have problems with criterion contamination and criterion relevance
    • QG: What are objective and subjective criteria in your jobs?
  • 8. Where do appraisals come from?
    • Self-appraisals
    • Peer appraisals
    • Supervisor appraisals
    • 360 degree feedback
      • From all around the employee
      • Inter-rater reliability/more fair
      • Leadership focused
  • 9. Specific appraisals: Comparative
    • Ranking
      • Supervisors rank employees
      • Problems
    • Forced Distribution
      • GE’s Top and Bottom 10%
  • 10. Specific appraisals: Individual
    • Graphic Rating Scales
      • Rating of dimensions from job analyses
      • Very subjective
    • QG: Example of Teacher Rating Scale
      • Strengths and weaknesses as a performance evaluation tool
      • Turn in!
  • 11. Specific appraisals: Individual
    • Behaviorally Anchored Rating scales (BARS)
      • Uses actual listing of behaviors of poor and good performance
      • Think back to our job analysis and critical incidents technique
    • Behavioral observation scores (BOS)
      • How often they perform this behavior
  • 12. Sources of Error in Appraisals
    • Severity, Average or Leniency Rating Error
    • Halo Effect
      • Both positive and negative
    • Recency Effect
  • 13. Sources of Error in Appraisals
    • Causal Attribution Errors
      • Extreme ratings for perceived effort over perceived ability
      • Actor-observer bias
        • Comes from the fundamental attribution error
        • Actor “blames” environment for failures and credits self for successes. Observer does the opposite
  • 14. Sources of Error in Appraisals
    • Personal Biases
      • Discrimination
      • Pregnancy
        • You’d be surprised
      • Friendship
      • Organizational training programs
        • Legal issues
        • Reverse discrimination
  • 15.  
  • 16. Purpose of Feedback
    • Performance appraisals help employee learn about strengths and weaknesses
    • Employees want to know what they’re being evaluated on
    • Performance appraisals should motivate employees to improve
    • QG: What happens when employees don’t get feedback or get poor feedback?
  • 17. Improving the appraisal process
    • Improve performance appraisal techniques
    • Train the appraisers
      • Should know biases
    • Multiple evaluations
      • Inter-rater reliability!
    • Appraise the appraisers
    • Performance appraisals should be regular and often
    • Review and revise performance appraisals
  • 18. How to give feedback
    • Sandwich!!
    • Employees participate in process
    • Appraiser positive, constructive, supportive
    • Focus on specific job problems
    • Employee and supervisor jointly reach goals
    • Employee can challenge evaluation
    • Salary and Rank discussions linked

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