Evaluating Employee Performance Flashcards
the process for evaluating and documenting how well an employee is carrying out his or her job
Performance Appraisal
The Process of Performance Appraisal
- Determine purpose of appraisal
- Identify environmental and cultural limitations
- Determine who will evaluate performance
- Select the best appraisal methods to accomplish goals
- Train raters
- Observe and document performance
- Evaluate performance
- Communicate appraisal results to employees
- Make personnel decisions
________ your organization wants to evaluate employee performance.
Determine the Reason
Determine the reasons your organization wants to evaluate employee performance.
- Providing Employee Training and Feedback
- Determining Salary Increases
- Making Promotion Decisions
- Making Termination Decisions
- Conducting Personnel Research
SDCA’sEmployeeEvaluationObjectives:
- To monitor employees’ performance, motivate staff and improve company morale.
- To allow employees to identify what skills may be lacking and need to be acquired or improved upon.
- To recognize employees who performed well during the evaluated year.
- To provide the opportunity for the Immediate Supervisor to explain organizational goals and the ways in which employees can participate in the achievement of those goals.
_______________ that could affect the system.
Identify the environmental and cultural factors
most common type of performance appraisal.
- they do see the end result
Supervisors
- often see the actual behavior
- Peer ratings usually come from employees who work directly with an employee.
Peers
an important component of 360-degree feedback, as subordinates can provide a very different view about a supervisor’s behavior.
Subordinates
also called upward feedback
Subordinate feedback
customers provide feedback on employee performance by filing complaints or complimenting a manager about one of her employees.
Informal
customers provide feedback by completing evaluation cards.
Formal
current customers who have been enlisted by a company to periodically evaluate the service they receive.
Organizations also seek customer feedback in the form of secret shoppers
Allowing an employee to evaluate her own behavior and performance is a technique used by only a small percentage of organizations.
Self-Appraisal
The Employee to be evaluated is a Faculty Member.
Teaching Evaluation:
Student 50%
Dean 30%
Program Chair 20%
The Employee to be evaluated is a Faculty Member.
Performance Evaluation:
Self 10%
Peer 15%
Program Chair 25%
Dean 40%
HR 10%
The Employee to be evaluated is a Human Resource Officer.
Performance Evaluation:
Evaluation from Immediate Superior.
Peer Evaluation
Self-Evaluation
The appraisal dimensions can focus on traits,competencies, task types, or goals.
Decision 1: Focus of the Appraisal
Dimensions
A trait-focused system concentrates on such employee attributes such as dependability, honesty, and courtesy.
Trait-Focused Performance Dimensions
Concentrate on the employee’s knowledge, skills, and abilities.
Competency-Focused Performance Dimensions
Organized by the similarity of tasks that are performed.
Task-Focused Performance Dimensions
Organize the appraisal on the basis of goals to be accomplished by the employee.
Goal-Focused Performance Dimensions
The effort an employee makes to get along with peers, improve the organization, and perform evaluating employee performance tasks that are needed but are not necessarily an official part of the employee’s job description.
Contextual Performance
Once the types of dimensions have been considered, the next decision is whether to evaluate performance by comparing employees with one another (ranking), using objective measures such as attendance and number of units sold, or having supervisors rate how well the employee has performed on each of the dimensions.
Decision 3: Use of Employee
Comparisons, Objective Measures,
or Ratings
Once the type of dimension has been determined, the next decision is whether the dimensions should be weighted so that some are more important than others.
Decision 2: Should Dimensions Be
Weighted?
The easiest and most common of these methods is the rank order. In this approach, employees are ranked in order by their judged performance for each relevant dimension.
Employee Comparisons
This method involves comparing each possible pair of employees and choosing which one of each pair is the better employee.
Paired Comparisons
With this method, a predetermined percentage of employees are placed in each of the five categories.
Forced Distribution.
A second way to evaluate performance is to use what are commonly called objective, or hard, criteria.
Objective Measures
Common types of objective
Quantity of Work
Quality of Work
Attendance
Safety
Ratings of Performance
It is important to understand that although the various performance appraisal methods may yield results that are technically similar, the way in which the performance appraisal system is administered can affect employee trust and satisfaction.
Step 4: Evaluation of Performance
Appraisal Methods
The effectiveness of rater training also is a function of training format.
Step 5: Train Raters
make fewer rating errors and recall more training information than do untrained raters or raters receiving information about only job-related behaviors.
raters with frame-of-reference training
Observe employee behavior and document critical incidents as they occur.
Step 6: Observe and Document
Performance
are examples of excellent and poor employee performance. Such documentation is usually written in a critical incident log—formal accounts of excellent and poor employee performance that was observed by the supervisor.
Critical incidents
Importance of Documentation
- forces a supervisor to focus on employee behaviors rather than traits and provides behavioral examples to use when reviewing performance ratings with employees.
- helps supervisors recall behaviors when they are evaluating performance
- provides examples to use when reviewing performance ratings with employees.
- helps an organization defend against legal actions taken against it by an employee who was terminated or denied a raise or promotion.
Supervisors tend to remember the
following:
- First Impression
- Recent Behaviors
- Unusual or extreme behaviors
- Behavior consistent with the supervisor’s opinion
- Obtain and review objective data
- Read the Critical Incident Logs
- Complete the rating Form
Step 7: Evaluate Performance
are made when a rater uses only one part of a rating scale.
Distribution Error
raters tend to rate every employee at the upper end of the scale regardless of the actual performance of the employee.
Leniency Error
which results in a supervisor rating every employee in the middle of the scale.
Central Tendency Error
rates every employee at the low end of the scale.
Strictness Error
occurs when a rater allows either a single attribute or an overall impression of an individual to affect the ratings that she makes each relevant job dimension.
Halo Error
occur when a rating made on one dimension affects the rating made on the dimension that immediately follows it on the rating scale.
Proximity Errors
the performance rating one person receives can be influenced by the performance of a previously evaluated person
Contrast Errors
The most important use of performance-evaluation data is to provide feedback to the employee and assess her strengths and weaknesses so that further training can be implemented.
Step 8: Communicate Appraisal
Results to Employees
Prior to the Interview
- Allocate Time
- Schedule the Interview
- Prepare for the Interview
During the Interview
- Communicate the role of performance appraisal
- How the performance appraisal was conducted
- How the evaluation process was accomplished
- The expectation that the appraisal interview will be interactive
- The goal of understanding and improving performance
The primary use of performance appraisal results is to provide feedback to employees about their behavior.
Performance appraisal results are also used to make positive personnel decisions such as raises and promotions. Unfortunately, there are times when managers have to terminate an employee’s employment.
Step 9: Terminate Employees
Legal Reasons for Termination
- Non performance during probationary period
- Violation of Company Rules
- Inability to Perform duties and responsibilities.
- Reduction in Force
Has the organization provided training to supervisors how to evaluate performance, communicate appraisal results, mentor underperforming employees, and make decisions on the basis of the appraisal results? Are the gender, race, ethnicity, disability, or age difference in performance ratings? If so, are the differences supported by actual differences in performance?
Step 10: Monitor the Legality and Fairness of the Appraisal System
