Unit 3 Flashcards
The component featured in essentially all performance management frameworks
Giving of feedback
Other names for performance review
Performance evaluation
Performance assessment
A formal appraisal of an employee and their work during an established time period
Performance review
Types of performance reviews
Self assessment
Team assessment
Upward feedback leader assessment
Top-down employee assessment
Performance review process
Training
Teams link to review site
Timeline
Flowchart
Quick reference guides
FAQs
A step in the work measurement in which an analyst observes the worker’s performance and records a value representing that performance relative to the analyst’s concept of standard performance
Performance rating
It helps people do their jobs better, identifies training and education needs and assigns people to work they can excel in.
Performance rating
A systematic, periodic, and so far as humanly possible, an impartial rating of an employee’s excellence in matters pertaining to his present job and to his potential for a better job
Performance appraisal
Given by Edwin B Flippi
Performance appraisal
A way to evaluate the performance of an employee and it is also edited as a complete process document
Performance appraisal
It is done on a regular basis—there is a regular review of employee performance in an organization
Performance appraisal
Also known as performance review / employee evaluation
Performance appraisal
Generally, its performance is evaluated by the staff’s manager
Performance appraisal
Appraisal factors
J Q Q R I E I A I
Job knowledge
Quality
Quantity of work
Responsibility and dependability
Initiative
Effective use of time
Interpersonal relations
Attendance and punctuality
Internal control
Knowledge of duties and responsibilities, procedures, position
Job knowledge
Correctness, completeness, and accuracy of work duties performed
Quality
Amount of work done during workday
Quantity of work
Willingness to take on assignments and be held accountable
Responsibility and dependability
Origination and development of vital job procedures
Initiative
Ability to organize, prioritize and schedule
Effective use of time
Communication and cooperation with fellow employees
Interpersonal relations
Conformity to work hours; timely attendance at meetings
Attendance and punctuality
Performance as related to individual’s internal control responsibilities
Internal control
Factors affecting performance appraisal
D S I L L F
Dominant work orientation
Superior officer’s value system
Interpersonal relations
Loyalty
Level of achievement
Factors hindering objective assessment
Sources of error in performance appraisal
V R M R H C L P R S S
Validity
Reliability
Management attitude
Rater errors
Halo effect
Central tendency
Leniency / strictness bias
Prejudice
Recency effect
Relationship effect
Subjective performance criteria
Performance appraisal methods
Traditional methods
Modern methods
Traditional methods
R P G F C E
Ranking method
Paired comparison
Grading method
Forces distribution method
Checklist method
Essay method
Modern methods
M 360 C A B
Management by objective
360-degree appraisal
Cost accounting method
Assessment centres
Behaviorally anchored rating scales
Are conscious or unconscious tendencies that affect how supervisors rate their employees
Rater’s bias
Based on actual performance
Ratings
Accurate reflections of performance
Ratings
2 approaches developed to control and eliminate rater bias and error
Design better performance appraisal forms
Train raters to avoid rating errors
Familiarize raters with rater errors and to teach them to avoid these rating patterns
Rater error training
Performance review discussion
Mutually review the employee’s responsibilities
Mutually examine the employee’s performance
Mutually explore what each can do to ensure performance improvement
Mutually review the employee’s short-term and long-term goals
Objective of performance review discussion (7)
To maintain records in order to determine compensation packages, wage structure, salaries raises, etc.
To identify the strengths and weaknesses of employees to place right men on right job
To maintain and assess the potential present in a person for further growth
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Provide guidance, motivation, emotional support, and role modeling
Mentor
May help with exploring careers, setting goals, developing contacts, and identifying resources
Mentor
Career mentor (3 types of roles)
Confidante
Supporter
Guide
Help the mentee learn the ropes and prepare for career advancement
Career functions
Career functions
C C E P
Coaching
Challenging assignments
Exposure and visibility
Protection
A relationship of rapport and trust in which the coach uses their ability to listen, to ask questions and to play back what the client has communicated in order to help the client to clarify what matters to them and to work out what to do to achieve their aspirations
Coaching
Process of coaching
Planning
Observation
Analysis
Evaluation
Feedback
Based on the information gained and in line w the goals
Planning
In training and at competition
Observation
Before, during, and after performance
Analysis
Involves interpretation and decision making
Evaluation
Which should be appropriate, correct and positive
Feedback
Are designed to promote professional development by linking an employee with a mentor who will focus on the overall development of that mentoree
Mentoring systems
Is transformational and involves much more than simply acquiring a specific skill or knowledge
Mentoring
Is about a relationship and involves both the professional and the personal —is like counseling
Mentoring
Are designed to provide an employee with a content expert who works with that individual in assuring that employee learns a particular skill or piece of knowledge
Coaching systems
Is about skills and knowledge acquisition
Coaching
