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Performance Management Designing and Maintaining Effective Organizations For and With People.

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Presentation on theme: "Performance Management Designing and Maintaining Effective Organizations For and With People."— Presentation transcript:


2 Performance Management Designing and Maintaining Effective Organizations For and With People

3 What Is Good Performance? More than just activities, effort, good intentions, or results Working hard and staying busy are not necessarily high performance Attending training sessions and studying hard does not necessarily lead to good performance Strong commitment may not lead to good performance Even accomplishing some goals may not be high performance

4 Performance Management – Broader Than Performance Appraisal Begins with a look at goals & strategies of the organization

5 Organizational Alignment All efforts must be aligned with overall goals and strategies of the organization. …a key to Performance Management

6 Performance Management a Cascading Process Mission, goals, and strategies should be defined, and clearly understood by everyone How do all tasks contribute to overall plans for the organization?

7 Annual Plans Should Create Performance Standards for Each Department zThese should translate into performance goals for each worker Quantity Quality Time Cost

8 What Are the Three Steps in Performance Management? Defining Performance Facilitating Performance Encouraging Performance

9 Performance Appraisal Developmental and Administrative Decision Processes

10 Performance Appraisal continues to be one of the most criticized HR functions in organizations

11 Performance Appraisal We all measure our subordinates performance whether we do it formally or informally Very important to document what we evaluate Also necessary to show a clear link between what we evaluate and job requirements

12 What Purposes Can P.A. Serve in an Organization? Any potential conflicts here? Explain.

13 Discuss the Five Requirements of Performance Appraisal as Cited in the Text Any additions or modifications to these?

14 Remember... zAppraisals are tests as defined by EEOC zValidity must be demonstrated if they result in adverse impact zWhat kind of validity?

15 What Guidelines Can be Used to Help Insure Legal Compliance for Appraisal Systems?

16 Why is Appraisal Validity Important to Selection Instrument Validation? Look at Albemarle Paper Co. v. Moody 422 U.S. 405 (available at

17 How Frequently Should Performance Appraisal Be Done? Why?

18 Performance Appraisal - a Continuing Process zIs not a once-a-year or once-a-quarter experience zEffective appraisal occurs frequently zThere should be no surprises when an employee is given his or her formal appraisal interview zEssential for coaching & positive motivation

19 The Main Point Be sure that what is measured is documented & can be shown to match job expectations

20 A Key to All of This: Supervisors must have the support & encouragement of higher management to make all this work

21 Our Author Groups Measurement Systems into Behavioral and Results Oriented Systems Some of the first group could fall into either trait or behavior - oriented systems

22 Behavior - Oriented Systems Ranking Methods Strait Ranking High-Low (Alternate Ranking) Paired Comparison Forced Distribution (similar to ranking) Graphic Rating Scales

23 Ranking Method Straight ranking Alternation ranking Paired comparison

24 Explain Each of the Ranking Methods Preference Among Them?

25 Attractions? Limitations?

26 Forced Distribution Design? Purpose? Do you recommend or not recommend? Why or why not?

27 Graphic Rating Scale Single Most Popular Method of Appraisal

28 Graphic Rating Scale Explain how it works Give an example Potential strengths? Potential weaknesses?

29 Critical Incidents Based on Observation of Behaviors Positive Negative Written Notation of Behaviors is Made & Placed in Each Employees File

30 Critical Incidents Each Observation is Discussed With the Employee at the Time of Occurrence A Portfolio of Observed Events is Collected Over Time

31 Any Problems With Critical Incident Method for Appraisal?

32 Behaviorally Anchored Rating Scales (BARS) A form of graphic rating scale How is different from traditional rating scale?

33 Behaviorally Anchored Rating Scales (BARS) Attractions? Limitations?

34 Results (Outcome) Based Appraisal Management by Objectives (MBO) in Some Form is Commonly Used Focuses on Measurable Results of Mutually Agreed-Upon Goals for a Work Cycle

35 MBO Steps in development and usage? Potential strengths and weaknesses?

36 Factors to Consider in Choice of a P. A. System Cost Usefulness in employee development Usefulness in administrative decisions Validity

37 One-Page Article to Look At Performance Appraisal Reappraised, Harvard Business Review, Jan/Feb,2000, p. 21

38 What Do You Think? What Form of Performance Appraisal Would You Recommend? What Criteria Have You Used in Making Your Recommendation? What Limitations (As Well As Strengths) Does Your Recommended Method Have? Post your response to the Lesson 8 Discussion area no later than the date shown on the syllabus.

39 Who Appraises? Supervisor Peers Subordinates Self Appraisal Customers

40 Usefulness of Each? Explain

41 360 Degree Appraisal Best Known Book on the Subject: Edwards & Ewen, 360 (degree) Feedback, Amacom, 1996.

42 Check This Article Getting 360 degree Feedback Right, Harvard Business Review, Jan., 2001, pp. 142-147.

43 Three Types of Appraisal Interviews zTell & Sell zTell & Listen zProblem Solving

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