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Performance Management and Appraisal
 

Performance Management and Appraisal

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    Performance Management and Appraisal Performance Management and Appraisal Presentation Transcript

    • Performance Management and Appraisal Chapter 9 Part 3 | Training and Development
    • After studying this chapter, you should be able to:
      • Evaluate and improve the appraisal form in Figure 9–1.
      • Describe the appraisal process.
      • Develop, evaluate, and administer at least four performance appraisal tools.
      • Explain and illustrate the problems to avoid in appraising performance.
      • List and discuss the pros and cons of six appraisal methods.
      • Perform an effective appraisal interview.
      • Discuss the pros and cons of using different raters to appraise a person’s performance.
    • Basic Concepts in Performance Management and Appraisal Performance Appraisal: Setting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance. Performance Management: An integrated approach to ensuring that an employee’s performance supports and contributes to the organization’s strategic aims. Comparing Performance Appraisal and Performance Management
    • Why Performance Management? Total Quality Appraisal Issues Strategic Focus The Performance Management Approach
    • Defining the Employee’s Goals and Work Standards Assign Specific Goals Encourage Participation Assign Measurable Goals Assign Challenging but Doable Goals Guidelines for Effective Goal Setting
    • Using MBO Problems with MBO Setting unclear objectives Conflict with subordinates over objectives Time-consuming appraisal process
    • Appraising Performance: Problems and Solutions Unclear Standards Leniency or Strictness Halo Effect Potential Rating Scale Appraisal Problems Central Tendency Bias
    • Appraising Performance: Problems and Solutions (cont’d) Know Problems Control Outside Influences Use the Right Tool How to Avoid Appraisal Problems Train Supervisors Keep a Diary
    • Who Should Do the Appraising? Self-Rating Subordinates 360-Degree Feedback Potential Appraisers Immediate Supervisor Peers Rating Committee
    • The Appraisal Interview Satisfactory—Promotable Satisfactory—Not Promotable Unsatisfactory—Correctable Unsatisfactory—Uncorrectable Types of Appraisal Interviews
    • The Appraisal Interview (cont’d) Talk in terms of objective work data. Don’t tiptoe around. Don’t get personal. Encourage the person to talk. Guidelines for Conducting an Interview
    • K E Y T E R M S
      • 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