chapter 7
DESCRIPTION
TRANSCRIPT
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CHAPTER 7CHAPTER 7
PERFORMANCE PERFORMANCE APPRAISALSAPPRAISALS
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PURPOSESPURPOSES
ENHANCE ORGANIZATIONAL ENHANCE ORGANIZATIONAL DECISIONS, EG. PAYRAISES, DECISIONS, EG. PAYRAISES, PROMOTIONSPROMOTIONS
ENHANCE THE QUALITY OF ENHANCE THE QUALITY OF INDIVIDUAL DECISIONS, EG. INDIVIDUAL DECISIONS, EG. CAREER CHOICES, FUTURE CAREER CHOICES, FUTURE DEVELOPMENTDEVELOPMENT
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PURPOSESPURPOSES
PROVIDE RATIONAL, PROVIDE RATIONAL, LEGAL DEFENSIBLE LEGAL DEFENSIBLE BASIS FOR PERSONNEL BASIS FOR PERSONNEL DECISIONSDECISIONS
AFFECT EMPLOYEES’ AFFECT EMPLOYEES’ VIEWS AND VIEWS AND ATTACHMENT TO THE ATTACHMENT TO THE ORGANIZATIONORGANIZATION
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Sources of Sources of Performance Appraisal Performance Appraisal InformationInformation Objective Objective
Production Production DataData
Personnel DataPersonnel Data Judgmental Judgmental
DataData
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Performance Performance Appraisals Appraisals & the Law& the Law NegligenceNegligence-breach of duty by -breach of duty by
employeremployer DefamationDefamation-disclosure of info that -disclosure of info that
damages employee’s reputationdamages employee’s reputation MisrepresentationMisrepresentation-disclosure of -disclosure of
favorable info that is untrue favorable info that is untrue
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Using the Results of Using the Results of Performance Performance AppraisalsAppraisals Personnel TrainingPersonnel Training Wage & Salary AdministrationWage & Salary Administration PlacementPlacement PromotionsPromotions DischargeDischarge Personnel ResearchPersonnel Research
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Rater MotivationRater Motivation
Willingness vs. Willingness vs. Capacity to RateCapacity to Rate
““Appraisal Appraisal Politics”Politics”
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Rater TrainingRater Training
Rating Error FocusRating Error Focus Frame-of-Reference TrainingFrame-of-Reference Training
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ERRORS IN JUDGMENTERRORS IN JUDGMENT HALO ERRORS HALO ERRORS
EVALUATIONS BASED ON EVALUATIONS BASED ON RATER’S GENERAL FEELINGSRATER’S GENERAL FEELINGS
DOES NOT DISTINGUISH DOES NOT DISTINGUISH AMONG MANY DIMENSIONS OF AMONG MANY DIMENSIONS OF PERFORMANCEPERFORMANCE
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LENIENCY ERRORSLENIENCY ERRORS
NEGATIVE –GIVES HARSHER –GIVES HARSHER EVALUATION THAN DESERVED EVALUATION THAN DESERVED
POSITIVE—GIVES HIGHER RATINGS —GIVES HIGHER RATINGS THAN DESERVEDTHAN DESERVED
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ERRORSERRORS
CENTRAL TENDENCY- RATER RATER UNWILLING TO GIVE EXTREME UNWILLING TO GIVE EXTREME RATINGS, USE ONLY THE RATINGS, USE ONLY THE MIDDLE PART OF THE SCALEMIDDLE PART OF THE SCALE
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Types of AssessmentsTypes of Assessments
Self Assessments-most grade higherSelf Assessments-most grade higher Peer AssessmentsPeer Assessments
– Peer Nomination, Peer Ratings, & Peer Peer Nomination, Peer Ratings, & Peer RankingsRankings
360-Degree Feedback360-Degree Feedback– Multi-Source Feedback Multi-Source Feedback – Three DimensionsThree Dimensions– People, Change, StructurePeople, Change, Structure
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RELIABILITYRELIABILITY
DETERMINED BY INTER-DETERMINED BY INTER-RATER AGREEMENTRATER AGREEMENT
MOST USE FOR FEEDBACK MOST USE FOR FEEDBACK ONLYONLY
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Feedback of Appraisal Feedback of Appraisal Information to Information to EmployeesEmployees Performance Appraisal InterviewPerformance Appraisal Interview CredibilityCredibility PowerPower