gathering performance information ppt
TRANSCRIPT
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Gathering Performance Information:Overview
Appraisal Forms Characteristics of Appraisal
Forms Determining Overall Rating Appraisal Period and Number of
Meetings
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Overview (continued)
Who Should Provide Performance Information?
A Model of Rater Motivation Preventing Rating Distortion through
Rater Training Programs
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Appraisal Forms: 9 Major Components
1. Basic Employee Information
2. Signatures
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Appraisal Forms: 9 Major Components (continued)
3. Accountabilities, Objectives, and Standards
4. Competencies and Indicators
5. Major Achievements and Contributions
6. Stakeholder Input
7. Employee Comments
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Appraisal Forms: 9 Major Components (continued)
(These could be included in a separate form)
8. Developmental Achievements9. Developmental
• Needs • Plans• Goals
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Appraisal Forms: 8 Desirable Features
1. Simplicity2. Relevancy3. Descriptiveness4. Adaptability
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Appraisal Forms: 8 Desirable Features (continued)
5. Comprehensiveness6. Definitional Clarity7. Communication8. Time Orientation
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Determining Overall Rating
Judgmental strategy
Mechanical strategy
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Appraisal period
Number of Meetings• Annual • Semi-annual • Quarterly
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Who Should Provide Performance Information?
Employees should be involved in selecting
Which sources evaluate Which performance dimensions
When employees are actively involved Higher acceptance of results Perception that system is fair
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Who Should Provide Performance Information?
Direct knowledge of employee performance
Supervisors Peers Subordinates Self Customers
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Supervisors
Advantages• Best position to evaluate
performance vs. strategic goals• Make decisions about rewards• Able to differentiate among
performance dimensions
Disadvantages• Supervisor may not be able to
directly observe performance• Evaluations may be biased
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Peers
Advantages• Assess teamwork
Disadvantages• Possible friendship bias• May be less discriminating• Context effects
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Subordinates
Advantages• Accurate when used for
developmental purposes• Good position to assess some
competencies Disadvantages
• Inflated when used for administrative purposes
• May fear retaliation (confidentiality is key)
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Self Advantages
• Increased acceptance of decisions• Decreased defensiveness during
appraisal interview• Good position to track activities during
review period Disadvantages
• May be more lenient and biased
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Customers (external and internal)
Advantages• Employees become more focused
on meeting customer expectations Disadvantages
• Time• Money
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Disagreement Across Sources
Expect disagreement Ensure employee receives feedback
by source Assign differential weights to scores
by source, depending on importance
Ensure employees take active role in selecting which sources will rate which dimensions
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Expected Positive and Negative Consequences of
Rating Accuracy
Probability of Experiencing Positive and Negative
Consequences
Expected Positive and Negative Consequences of
Rating Distortion
Probability of Experiencing Positive and Negative
Consequences
Motivation to Provide Accurate Ratings
Motivation to Distort Ratings
Rating Behavior
A Model of Rater Motivation
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Motivations for Rating Inflation
• Maximize merit raise/rewards• Encourage employees• Avoid creating written record• Avoid confrontation with
employees• Promote undesired employees out
of unit• Make manager look good to
his/her supervisor
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Motivations for Rating Deflation
• Shock employees• Teach a lesson• Send a message to employee • Build a written record of poor
performance
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Preventing Rating Distortion through
Rater Training Programs
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Rater Training Programs should cover:
Information Motivation Identifying, observing, recording
and evaluating performance How to interact with employees
when they receive performance information
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Information - how the system works
Reasons for implementing the performance management system
Information on the appraisal form and system mechanics
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Motivation – What’s in it for me?• Benefits of providing accurate
ratings• Tools for providing accurate
ratings
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Identifying, observing, recording, and evaluating performance
How to identify and rank job activities
How to observe, record, measure performance
How to minimize rating errors