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Mc connell pp_ch16


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  • 1. Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell
  • 2. Chapter 16 Performance Feedback
  • 3. Performance Feedback --
    • -- is an important responsibility of those who manage the work of others; unfortunately, it is frequently under-utilized and sometimes ignored altogether.
  • 4. Formal Performance Evaluations
    • Regularly scheduled, formal evaluations are important, but they should not be relied on alone. All employees—though perhaps some more or less than others—need to know how they are doing on an ongoing basis.
  • 5. Performance Evaluation
    • A good evaluation meeting concludes with both parties feeling they have accomplished something positive; specifically, an understanding that includes mutual expectations.
  • 6. Purposes of Performance Evaluation
    • Ensure understanding of performance expectations by management and employees,
    • Identify training and development needs,
    • Ensure fair administration of rewards,
    • Provide recognition for past service, and
    • Assist employees with career development.
  • 7. Evaluation is Preceded by:
    • Review and clarification of performance expectations based on job descriptions, work standards, rules and policies, and previously formulated objectives
  • 8. Inappropriate Evaluation Systems
    • Older forms of performance evaluation are based primarily on personality characteristics, requiring the supervisor to “rate” each employee on the likes of “attitude,” “cooperativeness,” “adaptability,” and such.
  • 9. Personality Judgments
    • The more personality judgments required or the more subjective assessments made, the weaker and less defensible the final evaluation.
  • 10. Peer Reviews
    • Often peer reviews are much more accurate and acceptable than individual reviews; they can help to reinforce the emphasis on collective responsibility.
  • 11. 360-Degree Feedback
    • In the 360-degree multisource feedback approach, managers flesh out the evaluation process by obtaining input from colleagues, subordinates, and sometimes customers.
  • 12. Preparing to Evaluate
            • Review the evaluation form
            • Obtain employee input
            • Review the employee’s file
            • Schedule a conference
            • Prepare some key remarks
  • 13. The Evaluation Interview
    • Review/revise the position description and performance standards
    • Discuss the performance ratings to be used
    • Critique accomplishments related to previously set objectives
    • Discuss future performance
  • 14. “SCRAM” for Good Objectives
    • Specific, focusing on concrete and observable behavior
    • Challenging; If not challenging, is not worth much
    • Relevant; related to the person’s responsibilities.
    • Achievable ; challenging but doable
    • Measurable; to the extent possible
  • 15. Concluding the Interview
    • End the session with an affirmation, an expression of confidence in the ability of the individual to achieve the new objectives.
  • 16. Follow-Up
    • monitor the person’s progress
    • congratulate the individual on reaching each objective or showing improvement;
    • confirm promised support or offer more support
    • modify, replace, or cancel objectives as appropriate
    • document the employee’s achievements
  • 17. Appraising Teams --
    • -- involves the “what” and “how” of team efforts and key results that the team and each individual have achieved.
  • 18. Evaluation Pitfalls
    • The process is not taken seriously by either party
    • The manager has only superficial knowledge of the employee’s performance
    • Documented work standards or objectives do not exist
    • The evaluation consists of highly subjective assessments
  • 19. Evaluation Pitfalls (more)
    • The evaluator employs excess judging and too little listening
    • There is insufficient positive feedback or respect for the employee’s self-esteem
    • The evaluation consists of generalities
    • The evaluation forms are inadequate
  • 20. Evaluation Pitfalls (more)
    • The “score” is used primarily to allocate salaries instead of to improve performance
    • New objectives are nonspecific or weak
    • The employee has little or no opportunity to participate in formulating objectives
    • Reprimands, criticisms, etc. were never been discussed prior to the evaluation
  • 21. An Evaluation Should Never Be A --
    • “ Gotcha!”