Performance Management Designing and Maintaining Effective Organizations For and With People
What Is Good Performance? More than just activities, effort, good intentions, or results Working hard and staying busy are not necessarily high performance Attending training sessions and studying hard does not necessarily lead to good performance Strong commitment may not lead to good performance Even accomplishing some goals may not be high performance
Performance Management – Broader Than Performance Appraisal Begins with a look at goals & strategies of the organization
Organizational Alignment All efforts must be aligned with overall goals and strategies of the organization. …a key to Performance Management
Performance Management a Cascading Process Mission, goals, and strategies should be defined, and clearly understood by everyone How do all tasks contribute to overall plans for the organization?
Annual Plans Should Create Performance Standards for Each Department zThese should translate into performance goals for each worker Quantity Quality Time Cost
What Are the Three Steps in Performance Management? Defining Performance Facilitating Performance Encouraging Performance
Performance Appraisal Developmental and Administrative Decision Processes
Performance Appraisal continues to be one of the most criticized HR functions in organizations
Performance Appraisal We all measure our subordinates performance whether we do it formally or informally Very important to document what we evaluate Also necessary to show a clear link between what we evaluate and job requirements
What Purposes Can P.A. Serve in an Organization? Any potential conflicts here? Explain.
Discuss the Five Requirements of Performance Appraisal as Cited in the Text Any additions or modifications to these?
Remember... zAppraisals are tests as defined by EEOC zValidity must be demonstrated if they result in adverse impact zWhat kind of validity?
What Guidelines Can be Used to Help Insure Legal Compliance for Appraisal Systems?
Why is Appraisal Validity Important to Selection Instrument Validation? Look at Albemarle Paper Co. v. Moody 422 U.S. 405 (available at findlaw.com)
How Frequently Should Performance Appraisal Be Done? Why?
Performance Appraisal - a Continuing Process zIs not a once-a-year or once-a-quarter experience zEffective appraisal occurs frequently zThere should be no surprises when an employee is given his or her formal appraisal interview zEssential for coaching & positive motivation
The Main Point Be sure that what is measured is documented & can be shown to match job expectations
A Key to All of This: Supervisors must have the support & encouragement of higher management to make all this work
Our Author Groups Measurement Systems into Behavioral and Results Oriented Systems Some of the first group could fall into either trait or behavior - oriented systems
Behavior - Oriented Systems Ranking Methods Strait Ranking High-Low (Alternate Ranking) Paired Comparison Forced Distribution (similar to ranking) Graphic Rating Scales
Results (Outcome) Based Appraisal Management by Objectives (MBO) in Some Form is Commonly Used Focuses on Measurable Results of Mutually Agreed-Upon Goals for a Work Cycle
MBO Steps in development and usage? Potential strengths and weaknesses?
Factors to Consider in Choice of a P. A. System Cost Usefulness in employee development Usefulness in administrative decisions Validity
One-Page Article to Look At Performance Appraisal Reappraised, Harvard Business Review, Jan/Feb,2000, p. 21
What Do You Think? What Form of Performance Appraisal Would You Recommend? What Criteria Have You Used in Making Your Recommendation? What Limitations (As Well As Strengths) Does Your Recommended Method Have? Post your response to the Lesson 8 Discussion area no later than the date shown on the syllabus.
Who Appraises? Supervisor Peers Subordinates Self Appraisal Customers