1. Performance Appraisals
Dessler Chapter 9

2. Agenda – 4/26/05 Reminders Questions and Comments Complete Training
Performance Appraisals

3. 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

4. Extra Credit Opportunity
Must Sign Up In Class Today
Me for Web Address
Distribute to 1 Full-Time Employed (40 Hours a Week) Adult (18 Years or Older) Who Is NOT Enrolled in Either of My Classes

5. Questions and Comments?
What Are the Three Ways People Learn?
What Is the Purpose of Training?
How Do Organizations Know What Skills to Train?

6. 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

7. 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

8. 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

9. 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

10. 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

11. Organizational Issues with PAs
Definition of Performance
Unclear Standards
Scaling Issues
How do You Actually Scale Performance?
By Outcomes?
Social Issues
Organizations are Political

12. Who Rates Performance? Multisource (360 Degree) Feedback
Supervisors
Self
Peers
Subordinates
Committees
Customers
Developmental vs. Pay

13. What Issues Face Raters?
Memory Errors
Halo Effect
Central Tendency
Strictness/Leniency (Ceiling and Floor Effects)
Bias
How to Correct?
Frame of Reference Training

14. 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