Performance Appraisal and Managing Employee Problems Flashcards
Performance Apprasial
Work performance review where actual performance, NOT INTENT, is evaluated
Different from merit rating, performance evaluation, service rating, competency assessment, effectiveness reports as it implies an appraisal of how well employees perform the duties of their job as delineated by the job description or some other prespecified criteria
Factors influence effective performance appraisal
Appraisal should be based on a standard.
The appraisal tool must adequately and accurately assess job performance.
Employee should have input into development of the standard.
Employee must know the standard in advance.
Employee must know the sources of data gathered for the appraisal.
Appraiser should be someone who has observed the employee’s work.
Appraiser should be someone who the employee trusts and respects.
Employer support and clarity of expectations are critical to the employee perceiving the appraisal as fair.
What makes an employee view an appraisal as more relevant
if they believe their appraisal is based on job description rather than whether the manager approves of them personally.
They also view it more positively when it is perceived as fair and accurate
What should the goal of performance appraisals be and not be
Not Be: To satisfy requirements of the organization - thats a waste of time
Do Be: involving ongoing communication, setting achievable goals with clear expectations and having a plan of action for the next period
Can provide opportunity to document specific criteria for salary increases promotions or disciplinary action
A performance appraisal is a waste of time if…
it is merely an excuse to satisfy regulations and the goal is not employee growth
Strategies for the Manager to make a More Fair and Accurate Performance Appraisal
- Appraiser should develop an awareness of his or her own biases and prejudices
- Consultation should be sought frequently
- Data should be gathered appropriately
- Accurate record keeping is another critical part of ensuring accuracy and fairness in the performance appraisal - notes avoid the recency effect and recording pos/neg things during the period is critical incident recording
- Collected assessments should contain positive examples of growth and achievement and areas where development is needed
- Some effort must be made to include the employees own appraisal of his or her work
- The appraiser needs to guard against three common pitfalls of assessment: Halo, Horns, and Central Tendency effects
- Reviewers need to guard against the biased Matthew Effect
- Performance appraisals should always include asking the employee how the organization or manager can make work easier to achieve better quality, greater volume, and improved outcomes
When ongoing anecdotal notes are not maintained during the evaluation period…
the appraiser is more apt to experience the recency effect, where recent issues are weighed more heavily than past performance
Halo Effect
When appraiser lets 1 or 2 positive aspects of the assessment or behavior of the employee unduly influence all other aspects of the employees performance
Horns Effect
When appraiser lets some negative aspects of the employees performance to influence the assessment to such an extent that other levels of job performance are not accurately recorded
Central Tendency Trap
Manager hesitant to risk true assessment and therefore rates all employees as average
Matthew Effect
“The rich get richer and the poor get poorer”
Occurs when employees receive the same appraisal year after year - so those who performed well early in their employment are likely to do well and those that struggled will continue to struggle
So, no matter how hard an employee works to improve, his or her past appraisals prejudice any chance for future improvement
Management Strategies for Successful Performance Appraisals
Develop self-awareness regarding own biases and prejudices.
Use appropriate consultation.
Gather data adequately over time.
Keep accurate anecdotal records for the length of the appraisal period.
Collect positive data and identify areas where improvement is needed.
Include employee’s own appraisal of his or her performance.
Guard against the halo effect, horns effect, central tendency trap, and Matthew effect.
Ask the employee how the organization or the manager can help the employee be successful.
Competence Assessment
evaluates skill and knowledge
Performance Evaluation
evaluates execution of a task or tasks
How do competence assessments and performance evaluations differ
a competence assessment evaluates whether and individual has the knowledge, education, skills, or experience to perform the task, whereas performance evaluation examines how well that individual actually completes that task
Trait Rating Scale
method of rating a person against a set standard, which may be the job description, desired behaviors, or personal traits
Rating scales however are subject to horn, halo, central tendency effects and are used less in modern day
Think the 1 to 5 rating scale for criteria for papers we write
Job Dimension Scales
Require that a rating scale be constructed for each job classification - they share some trait scale weaknesses but focus on job requirements rather than on ambiguous terms like “quantity of work”
a more specific trait scale rating something like 1-5 on specific actions for that specific job
Behaviorally Anchored Rating Scales
BARS
Overcome some weaknesses inherent in other rating systems
Uses a separate rating form for every job class but then many specific examples ranked 1-9 are used, but the highest ranked example of a job dimension being met is less important than a lower ranked example that is not
Disadvantage - time and expense - also only uses physically observable skills rather than conceptual skills
Checklist Appraisal tools
ex: Weighted Scale
composed of behavioral statements that represent job behaviors that are desirable
each behavior has a score attached to it that’s weighted
total score can determine pay increases
Forced Checklist
requires supervisor to select an undesirable and a desirable behavior for each employee with quantitative values attached
Simple Checklist
Comprises numerous words or phrases describing various employee behaviors or traits and are clustered for different aspects of one behavior like assertiveness or interpersonal skills
Weakness of Checklists
there are no set performance standards
specific components of behavior are not addressed.
Essay Appraisal Method (Free Form Review)
Appraiser describes in narrative form strengths and weaknesses where improvement and growth is needed
can be unstructured but usually calls for certain items to be addressed
greater opportunity for personal bias exists!!!`
Self Appraisals
Not easy
many do not see point in it
important part of reflective practice where it is a form of problem solving that is used to resolve issues in a practical context
by being specific about scope of success, involvement in work related activities, and by avoiding soft terms like great, good, and a lot the manager can better assess accuracy of self appraisal
allows employees to be proactive of development areas
Some employees look on their annual performance review as an opportunity for what
to receive positive feedback from their supervisor, especially if the employee receives infrequent praise on a day to day basis
Management by Objectives (MBO)
tool for determining an individual employees progress because it incorporates both the employees assessments and the organization
instead of assuming traits, it concentrates on actual outcomes
advantage: creates a vested interest in the employee to accomplish goals because employees are able to set their own goals - also defensive feelings are minimized and a spirit of teamwork prevails
disadvantage: highly directive and authoritarian managers have trouble leading this way - marginal employee frequently attempts to set easy goals - objectives can hinder innovation - collaboration is needed
What are some steps that delineate how MBO can be effectively used in performance appraisal
- The employee and supervisor meet and agree on the principal duties and responsibilities of the employee’s job.
- The employee sets short-term goals and target dates in cooperation with the supervisor or manager, and the manager guides the process so that it relates to the position’s duties. — human beings tend to lack the skills needed to do their own “reality checking.” Nor are these skills easily conveyed by training.
- It is important that the subordinate’s goals not conflict with the goals of the organization.
- Both parties agree on the criteria that will be used for measuring and evaluating the accomplishment of goals.
- Regularly, but more than once a year, the employee and supervisor meet to discuss progress
- Some modifications can be made to the original goals if both parties agree.
- The manager’s role is supportive, assisting the employee to reach goals by coaching and counseling.
- During the appraisal process, the manager determines whether the employee has met the goals.
- The entire process focuses on outcomes and results and not on personal traits.
Peer Review
When peers rather than supervisors carry out monitoring and assessing work performance
closely related to maintaining professional standards
Healthcare is slow to adopt peer review for what reasons
- Staff are often poorly oriented to the peer review method and many first-level managers, including team leaders, have had little training on how to conduct a growth-producing performance appraisal.
- Peer review is viewed as very threatening when inadequate time is spent orienting employees to the process and when necessary support is not provided throughout the process.
- Peers often feel uncomfortable sharing feedback with people with whom they work closely. To avoid potential conflict, they omit needed suggestions for improving the employee’s performance. Thus, the review becomes more advocacy than evaluation.
- Peer review is viewed by many as more time-consuming than traditional superior–subordinate performance appraisals.
- Because much socialization takes place in the workplace, friendships often result in inflated evaluations, or interpersonal conflict may result in unfair appraisals.
- Because peer review shifts the authority away from management, the insecure manager may feel threatened.
If peer review is to succeed, the organization must…
overcome its inherent difficulties by doing the following:
Peer review appraisal tools must reflect standards to be measured, such as the job description.
Staff must receive a thorough orientation to the process before its implementation. The role of the manager should be clearly defined.
Ongoing support, resources, and information must be made available to the staff during the process.
Data for peer review must be obtained from Predetermined sources, such as observations, charts, and patient care plans.
A decision must be made about whether anonymous feedback will be allowed. This is controversial and needs to be addressed in the procedure.
Decisions must be reached on whether the peer review will affect personnel decisions and, if so, in what manner.
Benefit of Peer Review
Can improve accuracy of performance appraisal
can provide many opportunities for increased professionalism and learning
Define Trait Rating Scales
rates an individual against some standard
Define Job Dimension Scales
rates the performance on job requirements
Define Behaviorally Anchored rating Scales
rates desired job expectations on a scale of importance to the posituion
Define Checklists
rates the performance against a set list of desirable job behaviors
Define Essays
a narrative appraisal of job performance
Define Self Appraisals
an appraisal of performance by the employee
Define Management by Objectives
employee and management agree on goals of performance to be reached
Define Peer Review
Assessment of Work performance carried out by peers
360 Degree Evaluation
includes an assessment by all individuals within the sphere of influence of the individual being appraised
biggest challenge is the concerns of confidentiality
The greatest tool for a manager for changing employee behavior
Feedback
Things to do Before the interview for overcoming appraisal interview difficulties
Make sure that the conditions mentioned previously have been met (e.g., the employee knows the standard by which his or her work will be evaluated), and he or she has a copy of the appraisal form.
Select an appropriate time for the appraisal conference. Do not choose a time when the employee has just had a traumatic personal event or is too busy at work to take the time needed for a meaningful conference.
Give the employee 2 to 3 days of advance notice of the scheduled appraisal conference so that he or she can prepare mentally and emotionally for the interview.
Be prepared mentally and emotionally for the conference yourself. If something should happen to interfere with your readiness for the interview, it should be canceled and rescheduled.
Schedule uninterrupted appraisal time. Hold the appraisal in a private, quiet, and comfortable place. Forward your telephone calls to another line and ask another manager to answer any pages that you may have during the performance appraisal.
Plan a seating arrangement that reflects collegiality rather than power. Having the person seated across a large desk from the appraiser denotes a power–status position; placing the chairs side by side denotes collegiality.
Things to do During the interview for overcoming appraisal interview difficulties
Greet the employee warmly, showing that the manager and the organization have a sincere interest in his or her growth.
image Begin the conference on a pleasant, informal note.
Conduct the conference in a nondirective and participatory manner. Input from the employee should be solicited throughout the interview; however, the manager must recognize that employees from some cultures may be hesitant to provide this type of input. In this situation, the manager must continually reassure the employee that such input is not only acceptable but also desired.
Ask the employee to comment on his or her progress since the last performance appraisal.
Although it’s important to be as positive as possible, it’s also essential to be honest (Team MyHub, 2018). If an employee is not performing well in an aspect of their job, you must tell them so; however, be constructive and identify specific ways that they can turn things around. Seek a balance of positives and negatives whenever possible.
Avoid surprises in the appraisal conference. The effective leader coaches and communicates informally with staff on a continual basis, so there should be little new information at an appraisal conference.
When dealing with an employee who has several problems—either new or long-standing—do not overwhelm him or her at the conference with excessive criticism. If there are too many problems to be addressed, select the major ones.
Use positive encouragement and affirmation as much as possible during the appraisal interview because they are crucial to improving worker performance. “Billikopf calls these ‘good-will deposits,’ and says without them, ‘withdrawals cannot be made’” (Kerr, 2019).
Listen carefully to what the employee has to say and give him or her your full attention.
Focus on the employee’s performance and not on his or her personal characteristics.
Avoid vague generalities, either positive or negative, such as “your skills need a little work” or “your performance is fine.” Be prepared with explicit performance examples. Be liberal in the positive examples of employee performance; use examples of poor performance sparingly. Use several examples only if the employee has difficulty with self-awareness and requests specific instances of a problem area.
When delivering performance feedback, be straightforward and state concerns directly so as not to retard communication or cloud the message.
Never threaten, intimidate, or use status in any manner. Differences in power and status interfere with the ability of professionals to form meaningful and constructive relationships. This is not to say that managers should not maintain an appropriate authority–power gap with their employees; it simply suggests that power and status issues should be minimized as much as possible so that the performance appraisal can appropriately focus on the subordinate’s performance and needs.
Let the employee know that the organization and the manager are aware of his or her uniqueness, special interests, and valuable contributions to the unit. Remember that all employees make some special contribution to the workplace.
Make every effort to ensure that there are no interruptions during the conference. It is important employees feel as though they are being listened to and their views matter (Team MyHub, 2018).
Use terms and language that are clearly understood and carry the same meaning for both parties. Avoid words that have a negative connotation. Do not talk down to employees or use language that is inappropriate for their level of education.
Mutually set realistic and achievable goals for further growth or improvement in the employee’s performance. Vague or unachievable goals are counterproductive (Team MyHub, 2018). Decide how goals will be accomplished and evaluated and what support is needed. Make sure it is clear how you as the manager and the organization can support the employee to achieve their personal development and career goals (Team MyHub, 2018).
Use coaching techniques throughout the conference.
Plan on being available for employees to return retrospectively to discuss the appraisal review further. There is frequently a need for the employee to return for elaboration if the conference did not go well or if the employee was given unexpected new information. This is especially true for the new employee.
Things to do After the interview for overcoming appraisal interview difficulties
Both the manager and the employee need to sign the appraisal form to document that the conference was held and that the employee received the appraisal information. This does not mean that the employee is agreeing to the information in the appraisal; it merely means that the employee has read the appraisal. An example of such a form is shown in Figure 24.1. There should be a place for comments by both the manager and the employee.
End the interview on a pleasant note.
Document the goals for further development that have been agreed on by both parties. The documentation should include target dates for accomplishment, support needed, and when goals are to be reviewed. This documentation is often part of the appraisal form.
If the interview reveals specific long-term coaching needs, the manager should develop a method of follow-up to ensure that such coaching takes place.
Performance MANAGEMENT
potential replacement for appraisals where they are eliminated and the manager places his/her efforts in ongoing coaching, mutual goal setting, and the leadership training of subordinates - requires the manager to spend more regularly scheduled face to face time with subordinates
Coaching
transfer of skills and knowledge by a coach to achieve agreed on outcomes
conveys the spirit of leaders and managers roles in informal day to day performance appraisals which promote improved work performance and team building
can lead to increased competence, commitment, and confidence and help employees anticipate options for making vitla connections between present and future plans
What is one of the best methods for improving work performance and building a team approach
day to day feedback regarding performance (coaching)
Coaching does not replace…
the need for self motivation on the part of the employee
What tactics assist managers in becoming more effective coaches
Be specific, not general, in describing behavior that needs improvement.
Be descriptive, not evaluative, when describing what was wrong with the work performance.
Be certain that the feedback is not self-serving but meets the needs of the employee.
Direct the feedback toward behavior that can be changed.
Use sensitivity in timing the feedback.
Make sure that the employee has clearly understood the feedback and that the employee’s communication has also been clearly heard.
What do the subordinates, leaders, and managers each do to create a productive work environment
subordinates use self control
managers enforce rules, policies, and procedures
leaders create a supportive and motivating climate and by coaching
Not disciplining an employee that should be disciplined does what
jeopardizes and organizations morale
Marginal Employees
employees that disrupt unit functioning because the quantity or quality of their work consistently meets only minimal standards at best
Impaired Employees
those who are unable to accomplish their work at the expected level as a result of chemical or psychological disease
Alongside chemical impairment, what else is a significant issue for employees
psychological impairment
