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Performance Management and Appraisal Myrna Gusdorf, MBA, SPHR 2009
Learning Objectives At the end of this module, students will: > Relate individual performance appraisal to the organizationwide performance management process. > Identify a variety of appraisal methods. > Explain HRs role in the performance management process. > Revise performance appraisal statements. > Practice performance appraisal interviewing techniques. > Have the skills necessary to use the performance appraisal process as a positive enhancement to employee performance. ©SHRM 2009 2
Performance Management and Performance Appraisal Performance management: > Dynamic, continuous process. > Improves organizational effectiveness. > Strategic goals. Performance appraisal: > Periodic (usually annual) event. > Formal review. > Last step in performance management process. Mondy, R. (2008). Human resource management, 10 th ed. New Jersey: Pearson Prentice Hall, 224-225. ©SHRM 2009 3
Whos Involved? What Are Their Needs? Organization: > Information. > Documentation. Supervisor: > Documentation. > Motivation. Employee: > Feedback. > Support for career growth. > Increased compensation. ©SHRM 2009 4
Performance Management Goals Communication between supervisor and employee. Feedback on performance. Documentation. Development Goals. Alignment with strategic planning goals. ©SHRM 2009 5
HRs Role in Performance Management Participate in strategic planning. Conduct job analysis. Support performance management. Design appraisal system. Train and support managers. Maintain documents. Provide employee due process. Ensure integrity of the system. Ensure compliance with nondiscrimination laws. ©SHRM 2009 6
Performance Management Process 1. Prerequisites. 2. Performance planning. 3. Performance execution. 4. Performance assessment. 5. Performance review. 6. Performance renewal and re-contracting. ©SHRM 2009 7 Planning Execution Assessment Review Renewal
1. Prerequisites Prerequisites: > Strategic planning. > Job analysis. ©SHRM 2009 8
2. Performance Planning Employees must have thorough knowledge of the performance management system. Meeting between employee and manager. Set SMART goals and measurement standards: > Results. > Behavior. > Developmental plans. ©SHRM 2009 9
Writing SMART Performance Objectives Practice writing SMART performance objectives: > S – Specific. > M – Measurable. > A – Attainable. > R – Realistic. > T – Timely. ©SHRM 2009 10
3. Performance Execution Shared responsibility > Employee responsibility: Commitment to established goals. Communication and update with manager. > Manager responsibility: Feedback, coaching and reinforcement. Resource support. Accurate observation and documentation. ©SHRM 2009 11
4. Performance Assessment and Appraisal Who should appraise? > Supervisors. > Peers and team members. > Subordinates. > 360 degree feedback. ©SHRM 2009 12
What About the Employee? Should employees do self- appraisals? ©SHRM 2009 13
Performance Appraisal Methods Graphic rating scale. Ranking method. Forced distribution method. Critical incident method. Essay method. BARS–behaviorally anchored rating scale. MBO–management by objectives. ©SHRM 2009 14
Performance Appraisal Problems Appraiser discomfort. Strictness/leniency. Bias and lack of objectivity. Manipulating the evaluation. Halo/horns effect. Central tendency error. Recent behavior. Supervisor unable to observe behavior. ©SHRM 2009 15
Writing the Appraisal Review Document Are your comments accurate and meaningful to the employee or just clichés? ©SHRM 2009 16
Performance Management and Appraisal Session 2
Getting Ready for the Interview Before you start that interview, what do you need? 18 © SHRM 2009
5. Conducting the Performance Interview Explain the purpose of the interview. Discuss self-appraisal. Share ratings and explain rationale. Discuss development plans. Employee summary. Rewards discussion (if appropriate). Set follow-up meeting. Employee signature. Supervisor recap. Appeals process. ©SHRM 2009 19
6. Performance Renewal and Re-Contracting Final step in performance management process. Readjust based on insight from completed process. Plan for next performance management cycle. ©SHRM 2009 20
Problems With Assessment/Appraisal Tied to compensation. Employees lack motivation. Manager and employee dont agree on results. Management reluctance. No performance documentation. ©SHRM 2009 21
Issues With Performance Management Legal issues. Untrained raters. Rater errors. Rater distortion. No grievance procedure. ©SHRM 2009 22
Poorly Implemented PM Systems False and misleading information. Increased turnover. Wasted time and money. Damaged relationships. Decreased motivation. Job dissatisfaction. Risk of litigation. Unfair standards. ©SHRM 2009 23
Performance Management Skills Communication. Coaching. Giving feedback. Empathy. Teamwork. ©SHRM 2009 24
Lets Practice Your Performance Appraisal Skills ©SHRM 2009 25
© Pearson Education Chapter 4 Performance Management and Appraisal.
Performance Management and Appraisal 9 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 6-1.
Performance Appraisal Process November 2011 – Human Resources.
Appraising and Managing Performance (c) 2007 by Prentice Hall7-1 Chapter 7.
1 APPRAISING AND MANAGING PERFORMANCE Chapter 8 Human Resource Management.
94-9 Copyright © 2015 Pearson Education, Inc. Performance Management and Appraisal 9-1.
5 Criteria of Performance Measures Strategic Congruence Validity Reliability Acceptability Specificity 8-1.
Human Resource Management: Gaining a Competitive Advantage Chapter 08 Performance Management McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies,
Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © –1 Performance Management Process: Overview Prerequisites Performance.
The performance management systems. Performance management is a continuous process of identifying, measuring, and developing the performance of individuals.
Chapter 8 Performance Management Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written.
CHAPTER 10 PERFORMANCE MANAGEMENT AND FEEDBACK. 10–2 Performance Management and Feedback Organizations need broader performance measures to insure that:Organizations.
PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice.
Performance Appraisal Determinants and obstacles Definition Importance Uses Process of appraisal Methods Goal setting Sources Errors.
Prentice Hall, Inc. © A Human Resource Management Approach STRATEGIC COMPENSATION Prepared by David Oakes Chapter 4 Traditional Bases for Pay:
8-1 McGraw-Hill/IrwinCopyright © 2011 by The McGraw-Hill Companies, Inc. All Rights Reserved. fundamentals of Human Resource Management 4 th edition by.
1 PERFORMANCE APPRAISAL. 2 Performance Appraisal Defined System of review and evaluation of job performance Assesses accomplishments and evolves.
1 Chapter 9 Performance Management and Appraisal 1. 1.Describe the appraisal process Develop, evaluate, and administer at least four performance.
Performance Management Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
1. Performance Management Identify the major determinants of individual performance. Discuss the three general purposes of performance management.
Human Resource Management Lecture-26. Performance Appraisal The ongoing process of evaluating and managing both the behavior and outcomes in the workplace.
Chapter 08 Performance Management Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Human Resource Management:
1 Performance Management Effective Performance Management System Make clear what the organization expects Provide performance information to employees.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved
Performance Management Methods and Problems. When it goes wrong. GE’s Superabraisives.
Performance Management Identify the major determinants of individual performance. Discuss the three general purposes of performance management.
Chapter 10 Establishing the Performance Management System Fundamentals of Human Resource Management Eighth Edition DeCenzo and Robbins.
Copyright © 2016 Pearson Education, Inc Chapter 8 Performance Management and Appraisal 8-2 Copyright © 2016 Pearson Education, Inc.
IRWIN CHAPTER 7 Performance Management ©a Times Mirror Higher Education Group, Inc., company, 1997.
Performance Appraisal The identification, measurement, and management of human performance in organizations.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins Chapter 10 Establishing the Performance Management System Fundamentals of Human Resource.
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Jeopardy Topic 1Topic Q 1Q 6Q 11Q 16Q 21 Q 2Q 7Q 12Q 17Q 22 Q 3Q 8Q 13Q 18Q 23 Q 4Q 9Q 14Q 19Q 24 Q 5Q 10Q 15Q 20Q 25 Final Jeopardy.
PERFORMANCE MANAGEMENT Herman Aguinis Herman Aguinis, University of Colorado at Denver PERFORMANCE MANAGEMENT Herman Aguinis Prentice Hall, Inc. © 2006.
© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.10–1.
Chapter 7 Rewards and Performance Management What gets measured happens.
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Designing Appraisal Systems MANA 4328 Dennis C. Veit
© 2008 by Prentice Hall8-1 Competencies Broad range of knowledge, skills, traits and behaviors that may be technical in nature, relate to interpersonal.
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