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Human Resource Management Gary Dessler

Human Resource Management Gary Dessler
11th Edition.
HRM Dessler

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Dessler 09 Dessler 09 Presentation Transcript

  • © 2008 Prentice Hall, Inc.© 2008 Prentice Hall, Inc. All rights reserved.All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama 1 Human ResourceHuman Resource ManagementManagement ELEVENTH EDITIONELEVENTH EDITION G A R Y D E S S L E RG A R Y D E S S L E R Performance Management and AppraisalPerformance Management and Appraisal Chapter 9Chapter 9 Part 3 | Training and DevelopmentPart 3 | Training and Development
  • © 2008 Prentice Hall, Inc. All rights reserved. 9–2 After studying this chapter, you should be able to: 1.1. Evaluate and improve the appraisal form in Figure 9–1.Evaluate and improve the appraisal form in Figure 9–1. 2.2. Describe the appraisal process.Describe the appraisal process. 3.3. Develop, evaluate, and administer at least fourDevelop, evaluate, and administer at least four performance appraisal tools.performance appraisal tools. 4.4. Explain and illustrate the problems to avoid inExplain and illustrate the problems to avoid in appraising performance.appraising performance. 5.5. List and discuss the pros and cons of six appraisalList and discuss the pros and cons of six appraisal methods.methods. 6.6. Perform an effective appraisal interview.Perform an effective appraisal interview. 7.7. Discuss the pros and cons of using different raters toDiscuss the pros and cons of using different raters to appraise a person’s performance.appraise a person’s performance.
  • © 2008 Prentice Hall, Inc. All rights reserved. 9–3 Basic Concepts in PerformanceBasic Concepts in Performance Management and AppraisalManagement 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
  • © 2008 Prentice Hall, Inc. All rights reserved. 9–4 Why Performance Management?Why Performance Management? Total Quality Appraisal Issues Strategic Focus The Performance Management Approach
  • © 2008 Prentice Hall, Inc. All rights reserved. 9–5 Defining the Employee’s GoalsDefining the Employee’s Goals and Work Standardsand Work Standards Assign Specific Goals Encourage Participation Assign Measurable Goals Assign Challenging but Doable Goals Guidelines for Effective Goal Setting
  • © 2008 Prentice Hall, Inc. All rights reserved. 9–6 Using MBOUsing MBO Problems with MBO Setting unclear objectives Conflict with subordinates over objectives Time-consuming appraisal process
  • © 2008 Prentice Hall, Inc. All rights reserved. 9–7 Appraising Performance:Appraising Performance: Problems and SolutionsProblems and Solutions Unclear Standards Leniency or Strictness Halo Effect Potential Rating Scale Appraisal Problems Central Tendency Bias
  • © 2008 Prentice Hall, Inc. All rights reserved. 9–8 Appraising Performance:Appraising Performance: Problems and Solutions (cont’d)Problems and Solutions (cont’d) Know Problems Control Outside Influences Use the Right Tool How to Avoid Appraisal Problems Train Supervisors Keep a Diary
  • © 2008 Prentice Hall, Inc. All rights reserved. 9–9 Who Should Do the Appraising?Who Should Do the Appraising? Self-Rating Subordinates 360-Degree Feedback Potential Appraisers Immediate Supervisor Peers Rating Committee
  • © 2008 Prentice Hall, Inc. All rights reserved. 9–10 The Appraisal InterviewThe Appraisal Interview Satisfactory—Promotable Satisfactory—Not Promotable Unsatisfactory—Correctable Unsatisfactory—Uncorrectable Types of Appraisal Interviews
  • © 2008 Prentice Hall, Inc. All rights reserved. 9–11 The Appraisal Interview (cont’d)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
  • © 2008 Prentice Hall, Inc. All rights reserved. 9–12 K E Y T E R M S performance appraisalperformance appraisal performance managementperformance management graphic rating scalegraphic rating scale alternation ranking methodalternation ranking method paired comparison methodpaired comparison method forced distribution methodforced distribution method critical incident methodcritical incident method behaviorally anchored ratingbehaviorally anchored rating scale (BARS)scale (BARS) management by objectives (MBO)management by objectives (MBO) electronic performance monitoringelectronic performance monitoring (EPM)(EPM) unclear standardsunclear standards halo effecthalo effect central tendencycentral tendency strictness/leniencystrictness/leniency biasbias appraisal interviewappraisal interview