Dessler 09
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HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT
Eleventh Edition
GARY DESSLER

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Dessler 09 Dessler 09 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