Performance Appraisals Dessler Chapter 9
Agenda – 4/26/05 Reminders Questions and Comments Complete Training Performance Appraisals
Reminder HRM Intervention 3 Due 5/6/05 before 3:00 PM via Email Rough Draft Accepted Until 4/29/05 before 3:00 PM via Email
Extra Credit Opportunity Must Sign Up In Class Today Email Me for Web Address (wheelera@csus.edu) Distribute to 1 Full-Time Employed (40 Hours a Week) Adult (18 Years or Older) Who Is NOT Enrolled in Either of My Classes
Questions and Comments? What Are the Three Ways People Learn? What Is the Purpose of Training? How Do Organizations Know What Skills to Train?
Training Current Employees On-The-Job Training (OJT) Apprentice Training Novice, Journeymen, Master Job Instruction Training Scripts Think IKEA Lectures and Programmed Learning Computer Training The Rage in Training In Reality a Training Delivery System Issue of Technology Provide Structure to Novices
Trends in Training Management Training Job Rotation Action Learning Sharpen Management Skill Sets Incentive Tied to Promotion Leadership ‘Light’ Job Rotation Action Learning Management Games and Role Playing
Performance Appraisals Outline What is Performance Appraisal? How Do Organizations Assess Performance? What Are Organizational Issues with Assessing Performance? Who Rates Performance? What Issues Face Raters Why Assess Performance Feedback
What Is Performance Appraisal (PA)? The Process of Observing, Documenting, and Improving Performance Required by Law Established Under ERA 1964/1972 At Least Once a Year Three Steps Define the Job Appraise Performance Provide Feedback Developmental vs. Pay
How Do Organizations Assess? Graphic Alternation and Paired Comparison Relative Rankings, not Absolute Forced Distribution BUT…Performance is Normally Distributed Critical Incident and Narratives Behavioral Anchored Rating Scale (BARS) Management By Objectives (MBO) Performance is Relative
Organizational Issues with PAs Definition of Performance Unclear Standards Scaling Issues How do You Actually Scale Performance? By Outcomes? Social Issues Organizations are Political
Who Rates Performance? Multisource (360 Degree) Feedback Supervisors Self Peers Subordinates Committees Customers Developmental vs. Pay
What Issues Face Raters? Memory Errors Halo Effect Central Tendency Strictness/Leniency (Ceiling and Floor Effects) Bias How to Correct? Frame of Reference Training
Why Assess Performance? Performance as a Behavior Modification Temporal Contiguity Provide Feedback As Close to Observation Constructive Feedback Always Provide Solutions Empathy goes a Long Way