1. Strategic Importance of Performance Assessment
Consistency Between Organizational Strategy and Job Behavior
Consistency Between Organizational Values and Job Behavior
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2. Figure 10.1 Performance Management Cycle
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3. Table 10.1 Multiple Organizational Uses for Performance Appraisal Information
Source: J.N. Cleveland, K.R. Murphy, and R.E. Williams, “Multiple Uses of Performance Appraisal: Prevalence and Correlates,” Journal of Applied Psychology, Vol , pp Copyright © 1989 by the American Psychological Association. Adapted with permission.
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4. Functions of Performance Assessment
Performance Assessment as an Employee Development Tool
Goal Setting
Reinforcing and Sustaining Performance
Improving Performance
Determining Career Progression Goals
Determining Training Needs
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5. Functions of Performance Assessment (cont’d)
Performance Assessment as an Administrative Tool
Linking Rewards to Performance
Evaluation of HRM Policies and Programs
Summary
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6. Criteria for a Good Appraisal System
Validity
Reliability
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7. Criteria for a Good Appraisal System (cont’d)
Freedom from Bias
Legal Issues of Fairness
Race Differences
Age Differences
Freedom from Rating Errors
Leniency Errors
Severity Errors
Central Tendency Errors
Halo Errors
Why Do Rating Errors Occur?
Unintentional Errors
Cognitive Information Processing (CIP)
Schemas
Practicality
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8. Table 10.2 Why Supervisors Inflate and Deflate Ratings
Source: Based on C.O. Longnecker, H.P. Sims, and D.A. Gioia, “Behind the Mask: The Politics of Employee Appraisal,” Academy of Management Executive, Vol. 1, 1987, pp
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9. Deciding What Types of Performance to Measure
Trait-Based Appraisals
Behavior-Based Appraisals
Results-Based Appraisals
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10. Methods of Appraising Performance
Objective Measures
Production Measures
Dollar Sales
Opportunity Bias
Personnel Data
Personnel Measures
Contamination
Performance Tests
Business Unit Performance Measures
Overall Value
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11. Methods of Appraising Performance (cont’d)
Subjective Measures
Comparative Procedures
Ranking
Straight Ranking
Alternate Ranking
Paired-Comparison Ranking
Forced Distribution
Advantages and Disadvantages of Comparative Procedures
Absolute Standards
Graphic Rating Scales
Mixed Standard Scales
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12. Figure 10.6 Examples of Typical Graphic Rating Scales
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13. Methods of Appraising Performance (cont’d)
Subjective Measures (cont’d)
Weighted Checklists
Critical-Incident Technique
Behaviorally Anchored Rating Scales (BARS)
Behavioral Observation Scales (BOS)
Management by Objectives
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14. Raters of Employee Performance
Self-Evaluation
Peer Evaluation
Subordinate Evaluation
Customer Evaluation
360-Degree Assessment
Self Managed Teams
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15. Enhancing the Measurement of Employee Performance
Training Evaluators
Rater Error Training (RET)
Frame-of-Reference (FOR) Training
Information-Processing Approaches
Observation Training
Decision-Making Training
Which Training Method is Best?
Feedback to Evaluators
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16. Feedback of Results: The Performance Appraisal Interview
Types of Feedback Interviews
Tell and Sell
Tell and Listen
Problem Solving
Problems with the Appraisal Interview
Disagreement and Defensiveness
Multiple Purposes
Impression Management in the Feedback Process
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17. Feedback of Results: The Performance Appraisal Interview (cont’d)
Improving the Performance Appraisal Interview
Feedback Specificity
Subordinate Acceptance
Setting Clear Goals
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