IRWIN CHAPTER 7 Performance Management ©a Times Mirror Higher Education Group, Inc., company, 1997

IRWI N An Organizational Model of Performance Management Organizational Strategy Long & Short term goals and values Individual Attributes (skills,abilities) Individual Attributes (skills,abilities) Individual Behaviors Objective Results Situational Constraints - Culture - Economic conditions Situational Constraints - Culture - Economic conditions

Analyzing Performance Problems Desired Performance Actual Performance Is Difference Significant? What’s the Cause? Lack of Knowledge/SkillLack of Execution How TO CORRECT? - Feedback - Motivation - Task Interference

Job Performance Measure: Contamination, Validity and Deficiency ©a Times Mirror Higher Education Group, Inc., company, 1997 IRWI N Job Performance Measure Actual Job Performance Deficiency Contamination Validity

WHY Measure Performance? Strategic Administrative Developmental ©a Times Mirror Higher Education Group, Inc., company, 1997 IRWI N The purposes are:

Performance Appraisal PURPOSE: DevelopmentalAdministrative Improve Performance Information for: pay increases promotions terminations BASIS FOR COMPARISON : BASIS FOR COMPARISON : Absolute StandardRelative Standard APPRAISAL TECHNIQUE : APPRAISAL TECHNIQUE : Results - Oriented BARS Rating Scale ROLE OF MANAGER : ROLE OF MANAGER : CounselorJudge IRWI N ©a Times Mirror Higher Education Group, Inc., company, 1997

WHAT & HOW ? Comparative –ranking –forced distribution –paired comparison Attribute –graphic rating scales –mixed standard scales Behavioral –critical incidents –BARS –BOS –OBM –assessment centers Results –MBO –ProMES Total Quality Management Comparative –ranking –forced distribution –paired comparison Attribute –graphic rating scales –mixed standard scales Behavioral –critical incidents –BARS –BOS –OBM –assessment centers Results –MBO –ProMES Total Quality Management IRWI N ©a Times Mirror Higher Education Group, Inc., company, 1997 Performance Measurement Approaches

©a Times Mirror Higher Education Group, Inc., company, 1997 IRWI N Comparison of Approaches to Performance Measurement ApproachValidityReliabilityAcceptabilitySpecificity Comparative Attribute Behavioral Results TQM poor low good very high low Modest low high moderatevery high very low high Strategic Congruence

WHO? Supervisors Peers Subordinates Self Customer Supervisors Peers Subordinates Self Customer IRWI N ©a Times Mirror Higher Education Group, Inc., company, 1997

Rater Errors Similar to me Contrast Distributional errors Halos / Horns Errors in Performance Measurement ©a Times Mirror Higher Education Group, Inc., company, 1997 IRWI N

Improving Performance Feedback Give feedback daily Have employee do self-evaluation before session Encourage participation during session Praise effective performance Focus on solving problems Focus feedback on behavior or results Minimize criticism Set specific goals and a date to review progress Give feedback daily Have employee do self-evaluation before session Encourage participation during session Praise effective performance Focus on solving problems Focus feedback on behavior or results Minimize criticism Set specific goals and a date to review progress ©a Times Mirror Higher Education Group, Inc., company, 1997 IRWI N

Legal Requirements of Performance Management Systems Conduct a valid job analysis related to performance Base system on specific behaviors or results Train raters to use system correctly Review performance ratings and allow for employee appeal Provide guidance / support for poor performers Conduct a valid job analysis related to performance Base system on specific behaviors or results Train raters to use system correctly Review performance ratings and allow for employee appeal Provide guidance / support for poor performers ©a Times Mirror Higher Education Group, Inc., company, 1997 IRWI N