Topic: Major Principles of Performance Evaluation & Training & Development

1. Industrial/ Organizational
Psychology
Presented by:
Dr. Rhea Lowella G. Santillan, CSIOP,Rpm
June 12, 2014

2. It is a multi-purpose tool used to:
 Measure actual performance against expected performance.
 Provide an opportunity for the employee and the supervisor to discuss job
performance.
 Identify employee training and development needs, and plan for career growth.

7. USES OF PERFORMANCE APPRAISAL
Personnel Training/Decision
Wage & Salary Administration
Placement
Promotions
Employee Feedback
Discharge
Personnel Research

8. Who does the Ratings?
 Evaluation by Supervisors
 Immediate Supervisors
 Higher Level Supervisors
 Peer Evaluation
 Subordinate Evaluations
 Self-Evaluation

13. Example: List of the best and
worst performers in your
department.

14. A method of performance
appraisal involves directly
assessing each employee next
to other employees.

16. It refers to the list of traits
evaluated by a five-point scale.
It uses several statements
describing each trait to
produce a final score for that
trait.

18. This is the type of
performance appraisal
rating method focuses on
particularly good or bad
performance

22. Example: The performance appraisal of restaurant includes
sections that require employees and managers to develop
goals for the next rating period.

28. If a manager focuses on a stereotype -- due to race, religion,
age or sexual orientation -- when rating, a contrast effects
may happen.
Each employee's performance, not his background,
characteristics or lifestyle, should be rated.
A contrast effect can result when two employees with similar
performances are compared. The error occurs when the
manager rates one employee lower than the other because
the manager likes the other employee better. Giving ratings
based on an employee's traits or likability, rather than her
performance, qualifies as job discrimination, which can lead
to legal claims and other complications

29.  The tendency to give a person a similar rating, whether
positive or negative, on all or most dimensions rated,
because a general over-all impressions colors all the
ratings.
 The tendency to let our assessment of an individual on
one trait influence our evaluation on that person on
their specific traits.
 Perceptions are often influenced by the “halo” of
existing knowledge.
For example:
A worker who is continually late (bad perception) may be
blamed more often for problems, even if he’s actually a
good worker.

30.  People tend to perceive others who are “similar” to them
more positively than they perceive those who are “different.
 The tendency for raters to give more positive ratings to
individuals who are more like themselves, often to enhance
their own status.
 This refers to the rater tends to use only one part of a rating
scale.
 Giving favorable ratings to people with similar backgrounds .

31. This refers to the inappropriate generalization from
one aspects of the person’s job performance

32. POSITIVE TENDENCY:
An employee who is always willing to volunteer for extra work and
undesirable tasks may make your life easier. However, he may not
perform well in some areas of his job. Managers who focus on the
fact that an employee exceeds expectations in one single area
can overgeneralize the true performance of the employee. This
happens when a manager rates other areas of an employee's
performance highly based on one thing the employee does well.
NEGATIVE TENDENCY
Perhaps an employee ignores your advice and completes tasks
her own way -- often with poor results.
An employee's unprofessional behavior in one area can
negatively influence unrelated areas during a performance
evaluation. The key to success is to evaluate areas of
performance separately.