Presentation on theme: "Human Resource Management ELEVENTH EDITON"— Presentation transcript:
1 Human Resource Management ELEVENTH EDITON SECTION 3 Training and Developing Human ResourcesRobert L. Mathis John H. JacksonChapter 11Performance Management and AppraisalPowerPoint Presentation by Dr.Zahi Yaseen
2 Performance Management and appraisal After you have read this chapter, you should be able to:Identify the components of performance management systemsDistinguish between performance management and performance appraisal, and between job criteria and performance standards.Explain the administrative and developmental uses of performance appraisal.Describe both the advantages and disadvantages of multisource (360°) appraisal.Discuss the importance of training managers and employees about performance appraisal, and give examples of several rater errors.Discuss several concerns about appraisal feedback and ways to make it more effective.
3 Performance Management and appraisal Nature of Performance managementPerformance management: Composed of the process used to identify, measure, communicate, develop, and reward employee performance.Figure 1PerformanceWhat an employee does and does not do.Quantity of output • Quality of outputTimeliness of output • Presence at workCooperativeness
4 Performance Management linkage Organizational StrategiesPerformance ManagementIdentify expected performance levelsEncourage high levels of performanceMeasure individual performance; then evaluateProvide feedback on individual performanceProvide assistance as neededReward or discipline depending on performanceFigure 1Performance Management linkageEmployee performancePerformance Management outcomesPay increasesIncentive rewardsPromotions /advancementTraining and developmentCareer planningDisciplinary actionsOrganizational resultsGoals met or not metEmployee satisfaction or dissatisfactionCoordination between performance and pay
5 Performance Management and appraisal Performance Standards;Expected levels of performance and are Benchmarks or Goals or Targets, depending on the approach taken.Characteristics of Well-defined StandardsRealisticMeasurableClearly understood
7 Performance Management and appraisal Uses of Performance AppraisalPerformance AppraisalThe process of evaluating how well employees perform their jobs when compared to a set of standards, and then communicating the information to employees.Informal AppraisalDay-to-day contacts, largely undocumentedSystematic AppraisalFormal contact at regular time intervals, usually documented
8 Performance Management and appraisal Uses of Performance AppraisalCriticisms of Performance AppraisalFocus is too much on the individual and does little to develop employees.Employees and supervisors believe the appraisal process is seriously flawed.Appraisals are inconsistent, short-term oriented, subjective, and useful only at the extremes of performance.
9 Performance Management and appraisal Who Conducts Appraisals ?Supervisors who rate their subordinatesEmployees who rate their supervisorsTeam members who rate each otherOutside sourcesEmployees’ self-appraisalMultisource (360° feedback) appraisal
10 Traditional Performance Appraisal: Logic and Process
12 Performance Management and appraisal Category Rating MethodsGraphic Rating ScaleA scale that allows the rater to indicate an employee’s performance on a continuum.Job criteria scalesBehavioral scalesDrawbacksRestrictions on the range of possible rater responsesDifferences in the interpretations of the meanings of scale items and scale ranges by ratersPoorly designed scales that encourage rater errorsRating form deficiencies that limit the effectiveness of the appraisal
13 Performance Management and appraisal Category Rating MethodsChecklistsA performance appraisal tool that uses a list of statements or work behaviors that are checked by raters. Can be quantified by applying weights to individual checklist items.DrawbacksInterpretation of item meanings by ratersWeighting creates problems in appraisal interpretationAssignment of weights to items by persons other than the raters
15 Performance Management and appraisal Comparative MethodsRankingListing of all employees from highest to lowest in performance.DrawbackDoes not show size of differences in performance between employeesImplies that lowest-ranked employees are unsatisfactory performers.Becomes an unwieldy process if the group to be ranked is large.
16 Performance Management and appraisal Comparative MethodsForced DistributionPerformance appraisal method in which ratings of employees are distributed along a bell-shaped curve.DrawbacksAssumes a normal distribution of performance.Resistance by managers to placing individuals in the lowest or highest groups.Providing explanation for placement in a higher or lower grouping can be difficult.Is not readily applicable to small groups of employees.
17 Performance Management and appraisal Narrative MethodsCritical IncidentManager keeps a written record of highly favorable and unfavorable employee actions.DrawbacksVariations in how managers define a “critical incident”Time involved in documenting employee actionsMost employee actions are not observed and may become different if observedEmployee concerns about manager’s “black books”
18 Performance Management and appraisal Narrative MethodsEssay MethodManager writes a short essay describing an employee’s performance.DrawbacksDepends on the managers’ writing skills and their ability to express themselves.Field ReviewOutside reviewer interviews the manager about the performance of each employee and develops a rating for the employees from the interview notes.