7 - Performance Appraisal Flashcards
performance appraisal applications: performance level
identify training needs check if adapted to their jobs give feedback pay + promotions = stimulate productivity obtain info for HRM
performance appraisal applications: potential level
identify growth potential identify possible career paths opportunities for self-development improving relationships b/w superior + subordinate support HR decisions
performance appraisal goals
objective: evaluate performance
cycle: annual
focus: past
performance under analysis: individual
process: top down
result: grade + variable reward
responsible: HR
performance management goals
objective: align + improve performance
cycle: continuous
focus: future
performance under analysis: individual + team
process: top down/bottom up/360
result: grade + ind dev + plan + variable reward
responsible: leaders + employees
starting point for designing performance management system
vision + mission + values
culture
strategy
organizational objectives
stages of performance management system
- role definition (description + department objectives)
- plan performance (individual objectives + development plans)
- support + monitor (continuous)
- formal assessment + rewards
different levels from organization strategy to individual objectives and performance
board level functional level department level team level individual levels
smart objectives
specific measurable achievable relevant timed
direct superior’s role
organize resources provide training help in problem resolution give support + guidance facilitate employee's effort
steps in setting up a PA system
- analyze context
- performance appraisal choices
- implement process
- analyzing the context
environmental context (legal requirements, competition…)
organizational context (culture, resources available…)
the job (job description)
the PM approach (focus on identifying reward + development)
- performance appraisal choices
PA appraisers (who?) PA object (what?) PA timing (when?) PA instruments/methods (how)
pros and cons of 360 feedback
+ greater breadth
+ captures complexities
+ validity
+ powerful info for self awareness
- confidentiality is difficult to maintain
- evaluation may be biased
appraiser needs to have the necessary knowledge on
performance required by job
job objectives
relationship b/w job objectives + department/org objectives
PA object
evolution from individual assessment to team performance
quantitative objectives (sales, profit...) qualitative objectives (skills, attitudes, values...)
PA timing
decide on cycle (annual, quarterly…)
depends on:
- business functions + cycles
- time spent in the process
- need for feedback
- value of feedback
criteria for choosing instruments/methods
validity reliability sensitiveness bias-free relevance acceptance cost administrative ease
PA instruments/methods
descriptive method graphic scales (by degrees, points) behaviour scales (BOS + BARS) critical incidents management by objectives forced distribution/ranking
- implementing the process
- collect + register information
2. performance appraisal interview
collect + register information
quality of appraisal depends on depth + objectivity of the information collected
- maintain a file
- periodically verify appraisal register
- describe objective facts as they occur
performance appraisal interview goals
communicate expected performance
give subordinate feedback on current performance
build relationships b/w subordinate + superior
reduce anxiety + tension
key for effective interview
effective communication
- openness + empathy
- avoid evaluations
- know to listen
careful planning
- present purpose of interview
- give specific feedback
- promote self-appraisal
performance appraisal problems
halo effect recency effect contrast errors leniency, central + severity tendencies favoritism stereotyping
conditions for good performance appraisal
choose instruments + methods less liable to distortions
integrate PM w/ other HR functions
promote dialogue b/w superiors + subordinates
support self-effort through development, not sanctions
