week six - appraising and managing HR performance Flashcards
define employee competencies
in addition to knowledge, skills and attitudes, competencies include underlying values, beliefs, traits, motivation which affects work performance
what is competency management
integration of HR planning with business planning, an organisation can assess current HR capacity on the basis of a comparison between available competencies and organisational needs
- done through developing competency maps to help match supply and demand of competencies
what is the appraisal process
the identification, measurement and management of human performance in organisations
define identification
the process of determining what areas of work the manager should be examining
define measurement
the process of making managerial judgements of how good or bad employee performance has been
define management
set of activities aimed at taking a future-oriented view of what workers can do to achieve their potential in the organisation
interdependencies with other HR related processes
- data obtained and added to HRIS
- job analysis, job description and job evaluation
- rewards and compensation
- employee motivation
- internal recruitment and career management
- recruitment, selection and socialistion
- training
key requirements for an effective appraisal process
before beginning:
- undertake negotiation with stakeholders
- define and communicate the goals of the programme and the criteria to be applied for measuring performance and the potential consequences of the programme
- guarantee a reasonable degree of confidentiality of the assessment
during the process:
- show how it will increase performance
- make decisions objectively and transparently
- take advantage of progress meetings as advice and coaching opportunities
after the process:
- discussion of results
- offer the possibility of appealing
- use the results as valuable feedback for improving many other HR-related processes
what are the performance dimensions
- quantity of work done
- quality of work done
- interpersonal effectiveness
- specific competencies
what are the types of judgement
- absolute
- relative
- trait appraisal
- behavioural appraisal
- outcome appraisal
what is relative judgement
- comparing an employees performance to the performance of other employees doing the same job
- emphasis on developing employee rankings
- advantages: differentiating the employees
- disadvantages: no absolute information, and no information on the extent of performance differences
what is absolute judgements
- assessing an employees performance based solely on performance standards
- performance dimensions are usually listed on a rating form
- advantages: specific and helpful feedback to the employee
- disadvantages: all employees of a group can receive the same evaluation if the evaluator is reluctant to differentiate among workers
what is trait appraisal
- making judgements about worker characteristics that tend to be consistent and enduring, focusing on the individual
- advantages: traits as behaviour predictors or indicators
- disadvantages: subject to perceptual biases of the evaluator
what is behavioural appraisal
- assessing worker’s behaviours
- different types of behavioural observation scales
- advantages: specific
- disadvantages: developing scales can be time consuming and costly
what is outcome appraisal
- assessing the results achieved by workers
- management by objectives (MBO) is the most popular: workers and supervisors set goals together for the upcoming evaluation period
- another approach is naturally occurring outcomes
- advantages: clear, unambiguous, and specific criteria
- disadvantages: potentially distorted views of worker performance levels
what are some specific appraisal tools
Graphic rating scale method: set of items, according to which the employee is evaluated. A rating is given for each item
Check-list method: set of sentences, which describe employee performance. No ratings are given; the evaluator’s judgements are either ‘yes’ or ‘no’. ‘Yes’ answers should show actual workers’ performance and help predict future performance
Forced choice method: selecting one sentence as the best descriptor of the worker’s performance.
Critical incident technique: keeping a record of especially relevant events related to workers’ performance
Data on goal achievement: objective, quantitative data of worker’s performance related to outcomes
appraisal sources (who assesses)
- HR expert
- immediate supervisor
- peer review
- self-review
- subordinate review
- customer appraisal
- 360 degree feedback (combination of supervisor, peer, subordinate and self-review)
characteristics of the appraisal interview
- conducted periodically
- conducted by supervisors, HR or external consultants
- discussions on performance or salary
what does day-to-day performance management target
- direct attention to the causes of performance problems
- empowers workers to reach a solution
- builds a good atmosphere and provides effective and continuous feedback
types of causes of performance problems
- employee ability
- employee effort
- situational factors: wide array of organisational characteristics that can positively or negatively affect performance
