Chapter 10 dessler 12-ce_ppt_ch10

1,311 views

Published on

Published in: Business, Technology
0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,311
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
109
Comments
0
Likes
4
Embeds 0
No embeds

No notes for slide

Chapter 10 dessler 12-ce_ppt_ch10

  1. 1. Chapter 10: Performance Management Performance Management | 10-1 Copyright © 2014 Pearson Canada Inc. All rights reserved. Dessler, Chhinzer, Cole Human Resources Management in Canada Canadian Twelfth Edition
  2. 2. Learning Outcomes • DESCRIBE five performance appraisal methods and the pros and cons of each. • DISCUSS the major problems inhibiting effective performance appraisals. Performance Management | 10-2 Copyright © 2014 Pearson Canada Inc. All rights reserved. • EXPLAIN the five steps in the performance management process.
  3. 3. Learning Outcomes • DESCRIBE the three types of appraisal interviews. • DISCUSS the future of performance management. Performance Management | 10-3 Copyright © 2014 Pearson Canada Inc. All rights reserved. • DISCUSS 360-degree appraisal from multiple sources.
  4. 4. Performance Management • includes goal setting, pay for performance, training and development, career management, and disciplinary action Performance Management | 10-4 Copyright © 2014 Pearson Canada Inc. All rights reserved. The process encompassing all activities related to improving employee performance, productivity, and effectiveness.
  5. 5. Performance Management Process Step 5: Conduct development and career opportunity discussions Step 3: Conduct performance appraisal and evaluation discussions Step 2: Provide ongoing feedback and coaching Step 1: Define performance expectations Performance Management | 10-5 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Step 4: Determine performance rewards/consequences
  6. 6. Step 1: Defining Performance Expectations Task performance • direct contribution to job-related processes • indirect contribution to the organization’s social responsibility values Legal considerations • correlate performance expectations to job activities Performance Management | 10-6 Copyright © 2014 Pearson Canada Inc. All rights reserved. Contextual performance
  7. 7. Step 2: Providing Ongoing Coaching and Feedback • employee responsible for monitoring own performance, and asking for help • manager responsible for communicating changing strategies and objectives if applicable Performance Management | 10-7 Copyright © 2014 Pearson Canada Inc. All rights reserved. • important to have open two-way communication
  8. 8. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Performance Improvement Plan (PIP) Performance Management | 10-8 continued
  9. 9. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Performance Improvement Plan (PIP) Performance Management | 10-9
  10. 10. Step 3: Performance Appraisal and Evaluation Discussion Formal appraisal methods: • graphic rating scale • alternation ranking • forced distribution • critical incident • narrative forms • behaviourally anchored rating scales (BARS) • management by objectives (MBO) Performance Management | 10-10 Copyright © 2014 Pearson Canada Inc. All rights reserved. • paired comparison
  11. 11. Graphic Rating Scale • the employee is given a rating that best describes the level of performance for each trait Performance Management | 10-11 Copyright © 2014 Pearson Canada Inc. All rights reserved. • a scale that lists a number of traits and a range of performance for each
  12. 12. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Graphic Rating Scale - Sample continued Performance Management | 10-12
  13. 13. continued Performance Management | 10-13 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Graphic Rating Scale - Sample
  14. 14. continued Performance Management | 10-14 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Graphic Rating Scale - Sample
  15. 15. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Graphic Rating Scale - Sample Performance Management | 10-15
  16. 16. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Alternation Ranking Method Performance Management | 10-16
  17. 17. Paired Comparison Method • for each pair, indicate “+” for the higher ranked employee, “-” for the lower ranked • rank employees by trait based on number of “+” scores Performance Management | 10-17 Copyright © 2014 Pearson Canada Inc. All rights reserved. • for each trait, list all possible pairs of employees
  18. 18. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Paired Comparison Sample Performance Management | 10-18
  19. 19. Forced Distribution Method • predetermined percentages of ratees are placed in various performance categories • • • • • 15 20 30 20 15 percent percent percent percent percent Performance Management | 10-19 high performers high-average performers average performers low-average performers low performers Copyright © 2014 Pearson Canada Inc. All rights reserved. • example:
  20. 20. Keeping a record of uncommonly good or undesirable examples of an employee’s work-related behaviour and reviewing the list with the employee at predetermined times. Performance Management | 10-20 Copyright © 2014 Pearson Canada Inc. All rights reserved. Critical Incident Method
  21. 21. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Critical Incident Sample Performance Management | 10-21
  22. 22. Narrative Forms • free form report of performance Copyright © 2014 Pearson Canada Inc. All rights reserved. • may take form of performance improvement plan Performance Management | 10-22
  23. 23. An appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance. Performance Management | 10-23 Copyright © 2014 Pearson Canada Inc. All rights reserved. Behaviourally Anchored Rating Scales (BARS)
  24. 24. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Behaviourally Anchored Rating Scales Sample Performance Management | 10-24
  25. 25. Behaviourally Anchored Rating Scales (BARS) Advantages • a more accurate measure • Assists in providing feedback • independent dimensions • Consistency Disadvantage • time-consuming Performance Management | 10-25 Copyright © 2014 Pearson Canada Inc. All rights reserved. • clearer standards
  26. 26. Management by Objectives (MBO) Step 6: Provide feedback Step 4: Define expected results (individual goals) Step 3: Discuss departmental goals Step 2: Set departmental goals Step 1: Set the organization’s goals Performance Management | 10-26 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Step 5: Performance reviews: measure results
  27. 27. Use of Technology in Performance Appraisals • provides overall performance management process • provides employees with clear development path • advanced reporting capabilities • electronic performance monitoring (EPM) Performance Management | 10-27 Copyright © 2014 Pearson Canada Inc. All rights reserved. • enables managers to automate record keeping and report writing
  28. 28. Performance Appraisal Problems • validity and reliability • unclear performance standards • halo effect • central tendency Performance Management | 10-28 • • • • leniency or strictness appraisal bias recency effect similar-to-me bias Copyright © 2014 Pearson Canada Inc. All rights reserved. • rating scale problems
  29. 29. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Example of Unclear Standards Performance Management | 10-29
  30. 30. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Advantages and Disadvantages of Appraisal Methods Performance Management | 10-30
  31. 31. Who Should Do the Appraising? • supervisors • self • committees • subordinates • 360-degree appraisal (all of the above) Performance Management | 10-31 Copyright © 2014 Pearson Canada Inc. All rights reserved. • peers
  32. 32. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved 360-Degree Appraisal Performance Management | 10-32
  33. 33. 360-Degree Appraisal Advice • have performance criteria developed by people familiar with the job • provide training for all participants • ensure confidentiality • evaluate 360-degree system for fine-tuning Performance Management | 10-33 Copyright © 2014 Pearson Canada Inc. All rights reserved. • be clear about who will have access to reports
  34. 34. Formal Appraisal Discussions • supervisor and employee: • review appraisal, and plan to remedy deficiencies and reinforce strengths • satisfactory—promotable: development plans • satisfactory—not promotable: maintain performance • unsatisfactory—correctable: action plan to correct performance Performance Management | 10-34 Copyright © 2014 Pearson Canada Inc. All rights reserved. • types of interviews:
  35. 35. How to Conduct the Interview 1. Be direct and specific • use objective work data • compare against standard 3. Encourage the person to talk • use open-ended questions, listen 4. Develop an action plan • agree on future steps Performance Management | 10-35 Copyright © 2014 Pearson Canada Inc. All rights reserved. 2. Do not get personal
  36. 36. How to Handle Criticism and Defensive Employees 1. Recognize that defensive behaviour is normal 3. Postpone action 4. Recognize human limitations Performance Management | 10-36 Copyright © 2014 Pearson Canada Inc. All rights reserved. 2. Never attack a person’s defenses
  37. 37. Ensuring the Discussion Leads to Improved Performance 1. Notify of unacceptable performance, explain minimum expectations 3. Explain role of warnings in the process of establishing just cause 4. Take prompt corrective measures 5. Avoid sending mixed messages 6. Provide a reasonable amount of time for improvement 7. Provide support to facilitate improvement Performance Management | 10-37 Copyright © 2014 Pearson Canada Inc. All rights reserved. 2. Ensure that expectations are reasonable
  38. 38. Step 4: Determine Performance Rewards/Consequences • important aspects used to determine the appropriate reward/consequence: • • achievement of goals how the employee meets the defined standards Performance Management | 10-38 Copyright © 2014 Pearson Canada Inc. All rights reserved. • provide performance awards: merit pay, extra pay
  39. 39. Step 5: Career Development Discussion • based on current job requirements or future development • business needs must be balanced with the employee’s preferences Performance Management | 10-39 Copyright © 2014 Pearson Canada Inc. All rights reserved. • manager and employee discuss opportunities for development
  40. 40. Legal and Ethical Issues • determine required characteristics through job analysis • ensure ratees and raters know performance standards • use clearly defined dimensions of performance • avoid abstract trait names • use subjective ratings as only one component Performance Management | 10-40 Copyright © 2014 Pearson Canada Inc. All rights reserved. • use characteristics in rating system
  41. 41. Legal and Ethical Issues • train supervisors • allow raters regular contact with ratee • use formal appeal mechanism • document evaluations and reasons for termination • provide corrective guidance to lower performers Performance Management | 10-41 Copyright © 2014 Pearson Canada Inc. All rights reserved. • have more than one rater, if possible
  42. 42. The Future of Performance Management • linking individual goals and business strategy • showing leadership and accountability • ensuring close ties among appraisal results, rewards, and recognition outcomes • investing in employee development planning • having an administratively efficient system with sufficient communication support Performance Management | 10-42 Copyright © 2014 Pearson Canada Inc. All rights reserved. • Effective performance management involves:

×