realPerform Analytics
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Performance reviews generate a lot of data, but organizations often miss key insights due to issues like data management, time constraints, and lack of expertise. RealPerform provides performance management analytics to help organizations better understand their employee performance data and make informed decisions. Their tools include 9 box analytics for succession planning, identifying greatest strengths and development opportunities, and revealing hidden strengths and blind spots to reduce expectation gaps between managers and employees.
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LEARNING OBJECTIVESAfter studying this chapter, you should .docx
LEARNING OBJECTIVES
After studying this chapter, you should be able to do the following:
8-1 Discuss the difference between performance
management and performance appraisals. PAGE 263
8-2 List and briefly discuss the purposes of performance
appraisals. PAGE 269
8-3 Identify and briefly discuss the options for what to
evaluate in a performance appraisal. PAGE 272
8-4 Briefly discuss the commonly used performance
measurement methods and forms. PAGE 276
8-5 Identify and briefly discuss available options for the rater/
evaluator. PAGE 281
8-6 Identify some of the common problems, and how to avoid
the problems, with performance appraisals. PAGE 286
8-7 Briefly discuss the differences between evaluative
performance reviews and developmental performance
reviews. PAGE 290
8-8 Review the methods to improve employee engagement
through performance management and the issue of
electronic performance management. PAGE 292
8 Performance Management and Appraisal
©iStockphoto.com/Bill Oxford
Copyright ©2019 by SAGE Publications, Inc.
This work may not be reproduced or distributed in any form or by any means without express written permission of the publisher.
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Chapter 8: Performance Management and Appraisal 263
Practitioner’s Perspective
Cindy remarks that although performance evaluation can be uncomfortable for both managers
and employees, failure to accurately and honestly evaluate performance is never a good choice.
She recalls the time that a supervisor, Annette, came to see her.
“I want to fire Christine,” Annette said angrily. “She entered the wrong invoice numbers again, and
now I have to stay and correct her mistakes—again!”
“Is this common?” Cindy asked. “Have you expressed your concerns or initiated a performance
improvement plan?”
“She does it all the time, but I usually don’t catch it until after she is off for the day,” Annette
replied. “By morning, it doesn’t seem worth my time go over it with her.”
“How about her performance evaluation?” she asked next. “Have you brought Christine’s poor
performance to her attention at her annual evaluation?”
“Well, no, I always give all my employees a satisfactory rating—it’s easier that way,” answered
Annette.
Without ever bringing Christine’s unacceptable performance to her attention and thus giving
her a chance to change, firing or otherwise severely disciplining Christine at this point would be
questionable. How can this problem be avoided? In Chapter 8, you will learn how to create and
utilize a performance evaluation process that works.
E. Job Analysis/Job Design
(required)
4. Performance management
(performance criteria and
appraisal)
H. Performance Management
(required)
1. Identifying and measuring
employee performance
2. Sources of information (e.g.,
managers, peers, clients)
3. Rater errors in performance
measurement
4. Electronic monitoring
5. Performance appraisals
6. Appraisal feedback
7. Ma.
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8 a bsc
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164 8 Describe the various performance appraisal met
164
8 Describe the various performance
appraisal methods.
9 List the problems that have been
associated with performance appraisal.
10 Explain the characteristics of an effective
appraisal system.
11 Describe the legal considerations
associated with performance appraisal.
12 Explain how the appraisal interview
should be conducted.
13 Discuss how performance appraisal is
affected by a country’s culture.
1 Describe performance management.
2 Define performance appraisal.
3 Identify the uses of performance
appraisal.
4 Discuss the performance appraisal
process.
5 Identify the various performance criteria
(standards) that can be established.
6 Identify who may be responsible for
performance appraisal.
7 Explain the performance appraisal period.
Chapter ObjeCtives After completing this chapter, students should be able to:
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 7 Warm-Up.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
Performance Management
and Appraisal7
165
The tools we describe in this chapter and in Chapters 8 provide human resources (HR) professionals
with a foundation to evaluate and improve the capability of a company’s employees (human
capital) to its competitive advantage. Let’s consider a metaphor to bring the opening sentence to
life. Think about, for example, a delivery vehicle. Many factors contribute to fuel efficiency, two
of which include low tire pressure or an air conditioner that is low in refrigerant. In the former
case, insufficient tire pressure creates greater drag on the vehicle, which raises fuel consumption.
In the latter case, the air conditioner will not efficiently cool the car, and the compressor will
continually run because it cannot keep the interior of the car at the desired lower temperature.
Compressors are driven by the engine, which, of course, are fueled by gasoline.
Companies prefer to have fuel-efficient vehicles to maintain lower operating costs because
they want to maximize profitability. Mechanics can use an air gauge to determine whether tire
pressure falls within standard limits specified by the automobile manufacturer. Specialized ther-
mometers can be used to determine the adequacy of refrigerant levels in air conditioning systems.
From an HR standpoint, delivery vehicles are capital, and we have learned that employees are
human capital. Both help add value to companies. Fuel efficiency is a measure of performance.
Lower-than-standard or expected fuel efficiency can be thought of as (lower) job performance. Air
gauges and specialized thermometers can be thought of as performance appraisal techniques that
help mechanics (managers or supervisors) judge two factors known to ...
164 8 Describe the various performance appraisal met
164
8 Describe the various performance
appraisal methods.
9 List the problems that have been
associated with performance appraisal.
10 Explain the characteristics of an effective
appraisal system.
11 Describe the legal considerations
associated with performance appraisal.
12 Explain how the appraisal interview
should be conducted.
13 Discuss how performance appraisal is
affected by a country’s culture.
1 Describe performance management.
2 Define performance appraisal.
3 Identify the uses of performance
appraisal.
4 Discuss the performance appraisal
process.
5 Identify the various performance criteria
(standards) that can be established.
6 Identify who may be responsible for
performance appraisal.
7 Explain the performance appraisal period.
Chapter ObjeCtives After completing this chapter, students should be able to:
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 7 Warm-Up.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
Performance Management
and Appraisal7
165
The tools we describe in this chapter and in Chapters 8 provide human resources (HR) professionals
with a foundation to evaluate and improve the capability of a company’s employees (human
capital) to its competitive advantage. Let’s consider a metaphor to bring the opening sentence to
life. Think about, for example, a delivery vehicle. Many factors contribute to fuel efficiency, two
of which include low tire pressure or an air conditioner that is low in refrigerant. In the former
case, insufficient tire pressure creates greater drag on the vehicle, which raises fuel consumption.
In the latter case, the air conditioner will not efficiently cool the car, and the compressor will
continually run because it cannot keep the interior of the car at the desired lower temperature.
Compressors are driven by the engine, which, of course, are fueled by gasoline.
Companies prefer to have fuel-efficient vehicles to maintain lower operating costs because
they want to maximize profitability. Mechanics can use an air gauge to determine whether tire
pressure falls within standard limits specified by the automobile manufacturer. Specialized ther-
mometers can be used to determine the adequacy of refrigerant levels in air conditioning systems.
From an HR standpoint, delivery vehicles are capital, and we have learned that employees are
human capital. Both help add value to companies. Fuel efficiency is a measure of performance.
Lower-than-standard or expected fuel efficiency can be thought of as (lower) job performance. Air
gauges and specialized thermometers can be thought of as performance appraisal techniques that
help mechanics (managers or supervisors) judge two factors known to ...
Actionable insights for talent leaders
The document discusses 3 perspectives on enterprise talent capability that talent leaders should know: 1) Sourcing - measuring the effectiveness of talent sourcing approaches, 2) Candidate Fit - measuring if the right talent is being sourced and are happy, and 3) Workforce Effectiveness - measuring the impact of talent on the enterprise. It notes challenges talent leaders face in accessing and understanding inconsistent and incomplete data from different systems, as well as cultural barriers. The goal is to provide actionable insights to help talent leaders achieve outcomes like minimizing costs and maximizing productivity, quality, and profit.
3 perspectives on performance that every talent leader should know
The document discusses 3 perspectives on enterprise talent capability that talent leaders should know: 1) Sourcing - measuring the effectiveness of talent sourcing approaches, 2) Candidate Fit - measuring if the right talent is being sourced and are happy, and 3) Workforce Effectiveness - measuring the impact of talent on the enterprise. It notes challenges talent leaders face in accessing and understanding inconsistent and incomplete data from different systems, as well as cultural barriers. The goal is to provide actionable insights to help talent leaders achieve outcomes like minimizing costs and maximizing productivity, quality, and profit.
Methods of Performance appraisal - Principles of Human Resource Management
Employee working in an organization looks for growth. In this session, we have provided a brief about various methods of performance appraisal.
Hr metrics blr webinar - rick buchman - 4-7-2015
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metrics for timely performance adjustments and integrate metrics into an organizational "system for management."
Project manager performance appraisal
In this file, you can ref useful information about project manager performance appraisal such as project manager performance appraisal methods, project manager performance appraisal tips
Best practices performance appraisal
In this file, you can ref useful information about best practices performance appraisal such as best practices performance appraisal methods, best practices performance appraisal tips
Similar to realPerform Analytics (20)
LEARNING OBJECTIVESAfter studying this chapter, you should .docx
LEARNING OBJECTIVESAfter studying this chapter, you should .docx
164 8 Describe the various performance appraisal met
164 8 Describe the various performance appraisal met
164 8 Describe the various performance appraisal met
164 8 Describe the various performance appraisal met
3 perspectives on performance that every talent leader should know
3 perspectives on performance that every talent leader should know
Methods of Performance appraisal - Principles of Human Resource Management
Methods of Performance appraisal - Principles of Human Resource Management
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realPerform Analytics
- 2. Performance Management Analytics | realPerform Performance Reviews and Feedback generate a lot of data Data from all the inputs by managers. Actionable insights for decision making. Organization alignment needs to be checked Fix expectation gap wherever required. Miss on key insights due to : - Data Management - Time Constraints - Lack of Functional Knowledge 70 % HR
- 3. Performance Management Analytics| 9 Box Analytics | realPerform The 9-box grid, which plots employee performance against potential, is a valuable talent review tool for HR practitioners and commonly used in succession planning. In coaching and talent management, the value of the 9-box grid is to identify when coaching or a change in job or responsibilities may be needed. 9 Box
- 4. Performance Management Analytics| Greatest Strength | realPerform Greatest Strength Highest average manager rating for performance objectives. See on which goals employee have been performing the best.
- 5. Performance Management Analytics| Development Opportunities| realPerform Lowest ratings by managers on performance objectives. Development opportunities is ‘employee weakness’. Development Opportunities
- 6. Performance Management Analytics| Hidden Strengths | realPerform Performance Objectives which managers consider as employee strong points, but not visible to employee themselves. Manager’s feedback and coaching helps employee realize their potential. Hidden Strengths
- 7. Performance Management Analytics| Blind Spots | realPerform Performance Objectives which are employee weak points, but are not visible to them. Expectation gap between manager and employee ratings on Performance Objectives. Blind Spots
- 8. Performance Management Analytics| Talk To US| realPerform www.realtfsolutions.com Talk to us @ +971505549062 Never miss an insight on your human capital again