Lecture 3- Performance Appraisal

Question 1

Evaluation

Answer 1

• Assessment of performance
– Affirm strengths
– Point out weaknesses
– Provide insight into self (both manager and employee)
• Assessment of future possibilities and promotion

Question 2

Coaching and Development:

Answer 2

• Change or reinforce behaviors
• Provide support and game plan for shoring up weaknesses
• Develop plan for training and development
• Goal Setting

Question 3

Rater Effects

Answer 3

Ratings vary much more by rater than by ratee

Question 4

Positive self-illusions

Answer 4

We only want to hear and selectively recall positive

information about ourselves

Question 5

Sender problems to clear communication

Answer 5

• Illusion of transparency-fallacy that leads us to overestimate how easily we convey our emotions and thoughts
• Sugarcoat negative information

Question 6

self serving bias

Answer 6

We overestimate our own contributions when a task is successful, more likely to blame a partner when not successful

Question 7

Input bias

Answer 7

We tend to rate products higher in
quality if we think a lot of time was
spent preparing it

(example where people watched the video but ranked it higher if they were told it the creator spent a lot of time and energy putting it together)

Question 8

Leniency error

Answer 8

Honest feedback is hard and scary

Question 9

Halo error

Answer 9

Correlation between dimensions artificially high
-a type of cognitive bias whereby our perception of someone is positively influenced by our opinions of that person’s other related traits

Question 10

The “forcing” of information

Answer 10

Appraisal is constructed after the evaluation decision is made & appraiser just has to come up with (“force”) reasons for the decision to share

Question 11

Recency error

Answer 11

“What have you done for me lately?”

Question 12

Similarity error

Answer 12

“They’re like me, they must be good”

Question 13

Self-­fulfilling expectations

Answer 13

if you treat someone based off a stereotype people often start acting the way you expect them to (attractive vs unattractive/friendly vs colder)

Question 14

Performance appraisal: best practices

Answer 14

Make perf. appraisals part of a continuous process
• Provide people with feedback on a regular basis (and keep in mind the lessons learned in the class on motivation)
• Regular feedback will turn the performance appraisal into a review session

Ask questions and get their perspective
• Include a high degree of subordinate participation in the appraisal and development process – self-evaluation
• Don’t just lecture, collect more information to understand context

Provide positive feedback first
• People are receptive to negative feedback when their self has been affirmed (also –do it in the morning!)
• Positive feedback must be sincere

Provide negative feedback second
• Negative feedback must be clear, candid, and tactful
• Be descriptive and specific rather than evaluative and general
• Concentrate on behaviors the individual can control – not traits

End with actions that can be taken. Focus on the positives going forward
• Jointly set goals or objectives
• Agree on actions to be taken