CHAPTER 12 PERFORMANCE MANAGEMENT AND APPRAISAL

Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-2 n Objectives   Distinguish between job criteria and performance standards and discuss criterion contamination and deficiency   Identify the two major uses of performance appraisal   Describe both the advantages and disadvantages of multisource (360   appraisal   Identify the nature of behavioral approaches to performance appraisal and management by objectives (MBO)   Discuss several concerns about appraisal feedback interviews   Identify the characteristics of a legal and effective performance appraisal system

Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-3 n n Identify and Measuring Employee Performance   Job criteria and information types   Relevance of criteria   Criteria problems   Performance standards

Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-4

Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-5 n n Who Conducts Appraisals?   Supervisory rating of subordinates   Employee rating of managers   Advantages   Disadvantages   Team /peer ratings   Team appraisal and TQM   Team rating difficulties   Self-ratings   Outside raters   Multisource rating

Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-6

Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-7 n n Management by Objectives   Key MBO ideas   Employee involvement   Clear objectives   Measurability   The MBO process   Job review and agreement   Development of performance standards   Guided objective setting   Continuing performance discussions   MBO critique

Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-8 n n Rater Errors   Problems of varying standards   Recency effect   Control tendency, leniency, and strictness errors   Rater bias   Halo effect   Contrast error

Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-9 n n Appraisal feedback   Feedback as a system   Appraisal feedback interview   Reaction of managers   Reactions of appraised employees

Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing n n Legal and Effective Performance Appraisals   Performance appraisals and the law   Elements of a legally defensible performance appraisal   Effective performance management   Consistent with organization’s mission   Use as development and administrative tool   Legal and job-related   Viewed as generally fair   Documentation