stevenson operations management 3e - chapter 10

7/24/2019 stevenson operations management 3e - Chapter 10

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PERFORMANCE MANAGEMENT

AND FEEDBACK


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Performance Management &Performance Management &

FeedbackFeedback

Performance Management &Performance Management &

FeedbackFeedback

Organizations need broader performanceOrganizations need broader performance

measures to insuremeasures to insure

Performance deficiencies addressed in timelyPerformance deficiencies addressed in timely

manner through employee development programsmanner through employee development programs

Employee behaviors channeled in appropriateEmployee behaviors channeled in appropriate

direction toward performance of specific objectivesdirection toward performance of specific objectives

Employees provided with appropriate & specificEmployees provided with appropriate & specificfeedback to assist with career developmentfeedback to assist with career development

Organizations need broader performanceOrganizations need broader performance

measures to insuremeasures to insure

Performance deficiencies addressed in timelyPerformance deficiencies addressed in timely

manner through employee development programsmanner through employee development programs Employee behaviors channeled in appropriateEmployee behaviors channeled in appropriate

direction toward performance of specific objectivesdirection toward performance of specific objectives

Employees provided with appropriate & specificEmployees provided with appropriate & specificfeedback to assist with career developmentfeedback to assist with career development


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Exhibit 10.1Exhibit 10.1

Performance Feedback versus PerformancePerformance Feedback versus Performance

AppraisalAppraisal


Performance Feedback versus PerformancePerformance Feedback versus Performance

AppraisalAppraisal


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Exhibit 10.Exhibit 10.

!trategic "hoices in Performance!trategic "hoices in Performance

ManagementManagement


!trategic "hoices in Performance!trategic "hoices in Performance

ManagementManagement


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Exhibit 10.#Exhibit 10.#

$eciprocal $elationship %eteen '&( &$eciprocal $elationship %eteen '&( &

Performance ManagementPerformance Management

Exhibit 10.#Exhibit 10.#

$eciprocal $elationship %eteen '&( &$eciprocal $elationship %eteen '&( &



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)ho Evaluates*)ho Evaluates*

)ho Evaluates*)ho Evaluates*

Problems with immediate supervisors conductingProblems with immediate supervisors conducting

performance evaluationsperformance evaluations

Lacking appropriate information to provide informedLacking appropriate information to provide informed

feedback on employee performancefeedback on employee performance Insufficient observation of employees daytoday work toInsufficient observation of employees daytoday work to

validly assess performancevalidly assess performance

Lack of knowledge about technical dimensions ofLack of knowledge about technical dimensions of

subordinates worksubordinates work Lack of training or appreciation for evaluation processLack of training or appreciation for evaluation process

Perceptual errors by supervisors that create bias or lack ofPerceptual errors by supervisors that create bias or lack of

subjectivity in evaluationssubjectivity in evaluations

Problems with immediate supervisors conductingProblems with immediate supervisors conducting

performance evaluationsperformance evaluations

Lacking appropriate information to provide informedLacking appropriate information to provide informed

feedback on employee performancefeedback on employee performance

Insufficient observation of employees daytoday work toInsufficient observation of employees daytoday work to

validly assess performancevalidly assess performance

Lack of knowledge about technical dimensions ofLack of knowledge about technical dimensions of

subordinates worksubordinates work

Lack of training or appreciation for evaluation processLack of training or appreciation for evaluation process

Perceptual errors by supervisors that create bias or lack ofPerceptual errors by supervisors that create bias or lack of

subjectivity in evaluationssubjectivity in evaluations


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Perceptual Errors of $atersPerceptual Errors of $atersPerceptual Errors of $atersPerceptual Errors of $aters

Halo effectHalo effect

!ater allows single trait" outcome or consideration to!ater allows single trait" outcome or consideration to

influence other measures of performanceinfluence other measures of performance

StereotypingStereotyping !ater makes performance judgments based on employees!ater makes performance judgments based on employees

personal characteristics rather than employees actualpersonal characteristics rather than employees actual

performanceperformance

Recency errorRecency error !ecent events & behaviors of employee bias raters!ecent events & behaviors of employee bias raters

evaluation of employees overall performanceevaluation of employees overall performance

Halo effectHalo effect

!ater allows single trait" outcome or consideration to!ater allows single trait" outcome or consideration to

influence other measures of performanceinfluence other measures of performance

StereotypingStereotyping !ater makes performance judgments based on employees!ater makes performance judgments based on employees

personal characteristics rather than employees actualpersonal characteristics rather than employees actual

performanceperformance

Recency errorRecency error !ecent events & behaviors of employee bias raters!ecent events & behaviors of employee bias raters

evaluation of employees overall performanceevaluation of employees overall performance


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Perceptual Errors of $atersPerceptual Errors of $atersPerceptual Errors of $atersPerceptual Errors of $aters

Central tendency errorCentral tendency error

Evaluator avoids higher & lower ends of rating in favor ofEvaluator avoids higher & lower ends of rating in favor of

placing all employees at or near middle of scalesplacing all employees at or near middle of scales

Leniency or strictness errorsLeniency or strictness errors Evaluators tendency to rate all employees above #leniency$Evaluators tendency to rate all employees above #leniency$

or below #strictness$ actual performance levelor below #strictness$ actual performance level

Personal biases organizational politicsPersonal biases organizational politics

%ave significant impact on ratings employees receive from%ave significant impact on ratings employees receive from

supervisorssupervisors

Central tendency errorCentral tendency error

Evaluator avoids higher & lower ends of rating in favor ofEvaluator avoids higher & lower ends of rating in favor of

placing all employees at or near middle of scalesplacing all employees at or near middle of scales

Leniency or strictness errorsLeniency or strictness errors Evaluators tendency to rate all employees above #leniency$Evaluators tendency to rate all employees above #leniency$

or below #strictness$ actual performance levelor below #strictness$ actual performance level

Personal biases organizational politicsPersonal biases organizational politics

%ave significant impact on ratings employees receive from%ave significant impact on ratings employees receive fromsupervisorssupervisors


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Purposes of PerformancePurposes of Performance

Management !+stemsManagement !+stems



!acilitate employee development!acilitate employee development

etermine specific training & development needsetermine specific training & development needs

'ssess individual & team strengths & weaknesses'ssess individual & team strengths & weaknesses

"etermine appropriate rewards compensation"etermine appropriate rewards compensation (alary" promotion" retention" & bonus decisions(alary" promotion" retention" & bonus decisions

Employees must understand & accept performanceEmployees must understand & accept performance

feedback systemfeedback system

#nhance employee motivation#nhance employee motivation

Employee acknowledgment & praise reinforces desirableEmployee acknowledgment & praise reinforces desirable

behaviors & outcomesbehaviors & outcomes

!acilitate employee development!acilitate employee development

etermine specific training & development needsetermine specific training & development needs

'ssess individual & team strengths & weaknesses'ssess individual & team strengths & weaknesses

"etermine appropriate rewards compensation"etermine appropriate rewards compensation (alary" promotion" retention" & bonus decisions(alary" promotion" retention" & bonus decisions

Employees must understand & accept performanceEmployees must understand & accept performance

feedback systemfeedback system

#nhance employee motivation#nhance employee motivation Employee acknowledgment & praise reinforces desirableEmployee acknowledgment & praise reinforces desirable

behaviors & outcomesbehaviors & outcomes


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!acilitate legal compliance!acilitate legal compliance

ocumentation is strong defense againstocumentation is strong defense against

charges of unlawful biascharges of unlawful bias

!acilitate HR planning process!acilitate HR planning process

'lert organi)ation to deficiencies in overall'lert organi)ation to deficiencies in overall

level & focus of employee skillslevel & focus of employee skills

!acilitate legal compliance!acilitate legal compliance

ocumentation is strong defense againstocumentation is strong defense against

charges of unlawful biascharges of unlawful bias

!acilitate HR planning process!acilitate HR planning process

'lert organi)ation to deficiencies in overall'lert organi)ation to deficiencies in overall

level & focus of employee skillslevel & focus of employee skills


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,ther Performance Feedback,ther Performance Feedback

!+stems!+stems


!+stems!+stems

PeersPeers

*nly effective when political considerations & conse+uences*nly effective when political considerations & conse+uences

are minimi)ed" & employees have sense of trustare minimi)ed" & employees have sense of trust

SubordinatesSubordinates Insights into interpersonal & managerial stylesInsights into interpersonal & managerial styles

E,cellent measures of individual leadership capabilitiesE,cellent measures of individual leadership capabilities

(ame political problems as peer evaluations(ame political problems as peer evaluations

CustomersCustomers

-eedback most free from bias-eedback most free from bias

PeersPeers

*nly effective when political considerations & conse+uences*nly effective when political considerations & conse+uences

are minimi)ed" & employees have sense of trustare minimi)ed" & employees have sense of trust

SubordinatesSubordinates Insights into interpersonal & managerial stylesInsights into interpersonal & managerial styles

E,cellent measures of individual leadership capabilitiesE,cellent measures of individual leadership capabilities

(ame political problems as peer evaluations(ame political problems as peer evaluations

CustomersCustomers

-eedback most free from bias-eedback most free from bias


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!+stems!+stems


!+stems!+stems

Self$evaluationsSelf$evaluations

'llow employees to participate in critical employment'llow employees to participate in critical employment

decisionsdecisions

.ore holistic assessment of performance.ore holistic assessment of performance %ulti$rater systems or &'($degree feedbac)%ulti$rater systems or &'($degree feedbac)

systemssystems

/an be very timeconsuming/an be very timeconsuming

.ore performance data collected" greater overall facilitation.ore performance data collected" greater overall facilitationof assessment & development of employeeof assessment & development of employee

/ostly to collect & process/ostly to collect & process

/onsistent view of effective performance relative to strategy/onsistent view of effective performance relative to strategy

Self$evaluationsSelf$evaluations

'llow employees to participate in critical employment'llow employees to participate in critical employment

decisionsdecisions

.ore holistic assessment of performance.ore holistic assessment of performance

%ulti$rater systems or &'($degree feedbac)%ulti$rater systems or &'($degree feedbac)

systemssystems

/an be very timeconsuming/an be very timeconsuming

.ore performance data collected" greater overall facilitation.ore performance data collected" greater overall facilitationof assessment & development of employeeof assessment & development of employee

/ostly to collect & process/ostly to collect & process

/onsistent view of effective performance relative to strategy/onsistent view of effective performance relative to strategy


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)hat to Evaluate*)hat to Evaluate*)hat to Evaluate*)hat to Evaluate*

*raits measures*raits measures

'ssessment of how employee fits with'ssessment of how employee fits with

organi)ations culture" not what s0he actuallyorgani)ations culture" not what s0he actually

doesdoes

+ehavior$based measures+ehavior$based measures

-ocus on what employee does correctly &-ocus on what employee does correctly &what employee should do differentlywhat employee should do differently

*raits measures*raits measures

'ssessment of how employee fits with'ssessment of how employee fits with

organi)ations culture" not what s0he actuallyorgani)ations culture" not what s0he actually

doesdoes

+ehavior$based measures+ehavior$based measures

-ocus on what employee does correctly &-ocus on what employee does correctly &what employee should do differentlywhat employee should do differently


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)hat to Evaluate*)hat to Evaluate*)hat to Evaluate*)hat to Evaluate*

Results$based measuresResults$based measures

-ocus on accomplishments or outcomes that can be-ocus on accomplishments or outcomes that can be

measured objectivelymeasured objectively

Problems occur when results measures are difficult to obtain"Problems occur when results measures are difficult to obtain"

outside employee control" or ignore means by which resultsoutside employee control" or ignore means by which results

were obtainedwere obtained

LimitationsLimitations

"ifficult to obtain results for certain ,ob responsibilities"ifficult to obtain results for certain ,ob responsibilities

Results sometimes beyond employee-s controlResults sometimes beyond employee-s control

.gnores means or processes.gnores means or processes

!ails to tap some critical performance areas!ails to tap some critical performance areas

Results$based measuresResults$based measures

-ocus on accomplishments or outcomes that can be-ocus on accomplishments or outcomes that can be

measured objectivelymeasured objectively

Problems occur when results measures are difficult to obtain"Problems occur when results measures are difficult to obtain"

outside employee control" or ignore means by which resultsoutside employee control" or ignore means by which resultswere obtainedwere obtained

LimitationsLimitations

"ifficult to obtain results for certain ,ob responsibilities"ifficult to obtain results for certain ,ob responsibilities

Results sometimes beyond employee-s controlResults sometimes beyond employee-s control

.gnores means or processes.gnores means or processes

!ails to tap some critical performance areas!ails to tap some critical performance areas


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-ob Performance "ompetencies-ob Performance "ompetencies-ob Performance "ompetencies-ob Performance "ompetencies

Closely tied to organization-s strategicClosely tied to organization-s strategic

ob,ectivesob,ectives

Can ta)e tremendous amount of time toCan ta)e tremendous amount of time to

establishestablish

%ust be communicated clearly to%ust be communicated clearly to

employeesemployees

%ust be tied in with organization-s reward%ust be tied in with organization-s reward

structurestructure

Closely tied to organization-s strategicClosely tied to organization-s strategic

ob,ectivesob,ectives

Can ta)e tremendous amount of time toCan ta)e tremendous amount of time to

establishestablish

%ust be communicated clearly to%ust be communicated clearly to

employeesemployees

%ust be tied in with organization-s reward%ust be tied in with organization-s reward

structurestructure


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Multilevel "orporate "ompetenc+Multilevel "orporate "ompetenc+

ModelModel


Multilevel "orporate "ompetenc+Multilevel "orporate "ompetenc+

ModelModel


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"apital ,ne !uccess Factors &"apital ,ne !uccess Factors &

"ompetencies"ompetencies

"apital ,ne !uccess Factors &"apital ,ne !uccess Factors &

"ompetencies"ompetencies

+uilds relationships+uilds relationships

/ommunicates clearly & openly/ommunicates clearly & openly

1reats others with respect1reats others with respect

/ollaborates with others/ollaborates with others

/pplies integrative thin)ing/pplies integrative thin)ing 'naly)es information'naly)es information

2enerates & pursues ideas2enerates & pursues ideas

evelops & shapes strategiesevelops & shapes strategies

Identifies & solves problemsIdentifies & solves problems

'pplies integrated decision making'pplies integrated decision making

"rives toward results"rives toward results

-ocuses on strategic priorities-ocuses on strategic priorities

*rgani)es & manages multiple tasks*rgani)es & manages multiple tasks

irects & coordinates workirects & coordinates work

2ets job done2ets job done

+uilds relationships+uilds relationships

/ommunicates clearly & openly/ommunicates clearly & openly

1reats others with respect1reats others with respect

/ollaborates with others/ollaborates with others

/pplies integrative thin)ing/pplies integrative thin)ing 'naly)es information'naly)es information

2enerates & pursues ideas2enerates & pursues ideas

evelops & shapes strategiesevelops & shapes strategies

Identifies & solves problemsIdentifies & solves problems

'pplies integrated decision making'pplies integrated decision making

"rives toward results"rives toward results

-ocuses on strategic priorities-ocuses on strategic priorities

*rgani)es & manages multiple tasks*rgani)es & manages multiple tasks

irects & coordinates workirects & coordinates work

2ets job done2ets job done

Leads in learningLeads in learningenvironmentenvironment

!ecruits talent!ecruits talent

.otivates & develops.otivates & develops

3uilds & leads teams3uilds & leads teams Influences othersInfluences others

Promotes culturePromotes culture

*a)es personal ownership*a)es personal ownership 1akes responsibility1akes responsibility

Learns continuouslyLearns continuously

Embraces changeEmbraces change

Initiates opportunities forInitiates opportunities forimprovementimprovement

(hows integrity(hows integrity

.aintains perspective.aintains perspective

Leads in learningLeads in learningenvironmentenvironment

!ecruits talent!ecruits talent

.otivates & develops.otivates & develops

3uilds & leads teams3uilds & leads teams Influences othersInfluences others

Promotes culturePromotes culture

*a)es personal ownership*a)es personal ownership 1akes responsibility1akes responsibility

Learns continuouslyLearns continuously Embraces changeEmbraces change

Initiates opportunities forInitiates opportunities forimprovementimprovement

(hows integrity(hows integrity

.aintains perspective.aintains perspective


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/o to Evaluate*/o to Evaluate*/o to Evaluate*/o to Evaluate*

/bsolute measurement/bsolute measurement

.easured strictly by absolute performance.easured strictly by absolute performance

re+uirements or standards of jobsre+uirements or standards of jobs

Relative assessmentRelative assessment

.easured against other employees & ranked on.easured against other employees & ranked on

distance from ne,t higher to ne,t lower performingdistance from ne,t higher to ne,t lower performing

employeeemployee !anking allows for comparison of employees but!anking allows for comparison of employees but

does not shed light on distribution of performancedoes not shed light on distribution of performance

/bsolute measurement/bsolute measurement

.easured strictly by absolute performance.easured strictly by absolute performance

re+uirements or standards of jobsre+uirements or standards of jobs

Relative assessmentRelative assessment .easured against other employees & ranked on.easured against other employees & ranked on

distance from ne,t higher to ne,t lower performingdistance from ne,t higher to ne,t lower performing

employeeemployee !anking allows for comparison of employees but!anking allows for comparison of employees but

does not shed light on distribution of performancedoes not shed light on distribution of performance


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Forced $anking(istributionForced $anking(istributionForced $anking(istributionForced $anking(istribution

/rguments in favor of forced ran)ing/rguments in favor of forced ran)ing

3est way to identify highestperforming employees3est way to identify highestperforming employees

atadriven bases for compensation decisionsatadriven bases for compensation decisions

-orces managers to make & justify tough decisions-orces managers to make & justify tough decisions /rguments critical of forced ran)ing/rguments critical of forced ran)ing

/an be arbitrary" unfair" & e,pose organi)ation to lawsuits/an be arbitrary" unfair" & e,pose organi)ation to lawsuits

Inherent subjectivityInherent subjectivity

!orced ran)ings tend to be more effective in!orced ran)ings tend to be more effective in

organizations with high$pressure0 results$drivenorganizations with high$pressure0 results$driven

cultureculture

/rguments in favor of forced ran)ing/rguments in favor of forced ran)ing

3est way to identify highestperforming employees3est way to identify highestperforming employees

atadriven bases for compensation decisionsatadriven bases for compensation decisions

-orces managers to make & justify tough decisions-orces managers to make & justify tough decisions

/rguments critical of forced ran)ing/rguments critical of forced ran)ing

/an be arbitrary" unfair" & e,pose organi)ation to lawsuits/an be arbitrary" unfair" & e,pose organi)ation to lawsuits

Inherent subjectivityInherent subjectivity

!orced ran)ings tend to be more effective in!orced ran)ings tend to be more effective in

organizations with high$pressure0 results$drivenorganizations with high$pressure0 results$driven

cultureculture


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Measures of EvaluationMeasures of EvaluationMeasures of EvaluationMeasures of Evaluation

1raphic rating scales1raphic rating scales

2eighted chec)lists2eighted chec)lists

+ehaviorally anchored rating scales+ehaviorally anchored rating scales3+/RS43+/RS4

+ehavioral observation scales 3+OS4+ehavioral observation scales 3+OS4

Critical incident methodCritical incident method %anagement by ob,ectives 3%+O4%anagement by ob,ectives 3%+O4

1raphic rating scales1raphic rating scales

2eighted chec)lists2eighted chec)lists

+ehaviorally anchored rating scales+ehaviorally anchored rating scales

3+/RS43+/RS4

+ehavioral observation scales 3+OS4+ehavioral observation scales 3+OS4

Critical incident methodCritical incident method

%anagement by ob,ectives 3%+O4%anagement by ob,ectives 3%+O4


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2raphic $ating !cales2raphic $ating !cales


2raphic $ating !cales2raphic $ating !cales


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)eighted "hecklist)eighted "hecklist


)eighted "hecklist)eighted "hecklist


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%ehaviorall+%ehaviorall+

Anchored $atingAnchored $ating

!cale 5%A$!6!cale 5%A$!6

Exhibit 10.4Exhibit 10.4%ehaviorall+%ehaviorall+

Anchored $atingAnchored $ating

!cale 5%A$!6!cale 5%A$!6


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%ehavioral ,bservation !cale 5%,!6%ehavioral ,bservation !cale 5%,!6


%ehavioral ,bservation !cale 5%,!6%ehavioral ,bservation !cale 5%,!6


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,b7ectives8%ased Performance,b7ectives8%ased Performance

MeasurementMeasurement



#nhanced employee motivation#nhanced employee motivation

#mployees can far more committed to#mployees can far more committed to

reaching performance ob,ectives theyreaching performance ob,ectives theyhave agreed tohave agreed to

2hen employee participates0 his5her2hen employee participates0 his5her

trust dependability placed on linetrust dependability placed on line

#nhanced employee motivation#nhanced employee motivation

#mployees can far more committed to#mployees can far more committed to

reaching performance ob,ectives theyreaching performance ob,ectives theyhave agreed tohave agreed to

2hen employee participates0 his5her2hen employee participates0 his5her

trust dependability placed on linetrust dependability placed on line


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*hree common oversights*hree common oversights

(etting vague objectives(etting vague objectives

(etting unrealistically difficult objectives(etting unrealistically difficult objectives

4ot clarifying how performance will be measured4ot clarifying how performance will be measured

Ob,ectives selected must be validOb,ectives selected must be valid

*hree common oversights*hree common oversights

(etting vague objectives(etting vague objectives

(etting unrealistically difficult objectives(etting unrealistically difficult objectives

4ot clarifying how performance will be measured4ot clarifying how performance will be measured

Ob,ectives selected must be validOb,ectives selected must be valid


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,ther "onsiderations,ther "onsiderations,ther "onsiderations,ther "onsiderations

#nsure lin) between performance management0#nsure lin) between performance management0training development0 compensationtraining development0 compensation

/ssignments responsibilities/ssignments responsibilities

*raditional performance evaluation may need*raditional performance evaluation may needredesign due to changes in contemporaryredesign due to changes in contemporaryorganizationsorganizations

"egree of standardization or fle6ibility of"egree of standardization or fle6ibility of

performance management systemperformance management system (tandardi)ation important to prevent job bias(tandardi)ation important to prevent job bias

-le,ibility important differing levels of responsibility-le,ibility important differing levels of responsibility& accountability& accountability

#nsure lin) between performance management0#nsure lin) between performance management0training development0 compensationtraining development0 compensation

/ssignments responsibilities/ssignments responsibilities

*raditional performance evaluation may need*raditional performance evaluation may needredesign due to changes in contemporaryredesign due to changes in contemporaryorganizationsorganizations

"egree of standardization or fle6ibility of"egree of standardization or fle6ibility of

performance management systemperformance management system (tandardi)ation important to prevent job bias(tandardi)ation important to prevent job bias

-le,ibility important differing levels of responsibility-le,ibility important differing levels of responsibility& accountability& accountability


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$easons Managers $esist or 9gnore$easons Managers $esist or 9gnore


$easons Managers $esist or 9gnore$easons Managers $esist or 9gnore


Process is too complicatedProcess is too complicated

7o impact on ,ob performance7o impact on ,ob performance

Possible legal challengesPossible legal challenges

Lac) of control over processLac) of control over process

7o connection with rewards7o connection with rewards

Comple6ity length of formsComple6ity length of forms

Process is too complicatedProcess is too complicated

7o impact on ,ob performance7o impact on ,ob performance

Possible legal challengesPossible legal challenges

Lac) of control over processLac) of control over process

7o connection with rewards7o connection with rewards

Comple6ity length of formsComple6ity length of forms


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!trategies for 9mproving Performance!trategies for 9mproving Performance

Management !+stemManagement !+stem

!trategies for 9mproving Performance!trategies for 9mproving Performance

Management !+stemManagement !+stem

.nvolve managers in design of system.nvolve managers in design of system

Hold managers accountable forHold managers accountable for

performance development ofperformance development of

subordinatessubordinates

Set clear e6pectations for performanceSet clear e6pectations for performance

Set specific ob,ectives for systemSet specific ob,ectives for system

*ie performance measures to rewards*ie performance measures to rewards

1ain commitment from senior managers1ain commitment from senior managers

.nvolve managers in design of system.nvolve managers in design of system

Hold managers accountable forHold managers accountable for

performance development ofperformance development of

subordinatessubordinates

Set clear e6pectations for performanceSet clear e6pectations for performance

Set specific ob,ectives for systemSet specific ob,ectives for system

*ie performance measures to rewards*ie performance measures to rewards

1ain commitment from senior managers1ain commitment from senior managers


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$eading 10.1$eading 10.1

Multisource Feedback: ;essons ;earned and 9mplicationsMultisource Feedback: ;essons ;earned and 9mplications

for Practicefor Practice




Considerations which need to be addressed before anConsiderations which need to be addressed before an

organization implements any )ind of multi$rater feedbac)organization implements any )ind of multi$rater feedbac)

systemsystem

Outcomes of the feedbac) processOutcomes of the feedbac) process

!actors to consider /!*#R feedbac)!actors to consider /!*#R feedbac)

!actors to consider /+O8* feedbac)!actors to consider /+O8* feedbac)

!actors to consider +#!OR# feedbac)!actors to consider +#!OR# feedbac)

Considerations which need to be addressed before anConsiderations which need to be addressed before anorganization implements any )ind of multi$rater feedbac)organization implements any )ind of multi$rater feedbac)

systemsystem

Outcomes of the feedbac) processOutcomes of the feedbac) process

!actors to consider /!*#R feedbac)!actors to consider /!*#R feedbac)

!actors to consider /+O8* feedbac)!actors to consider /+O8* feedbac)

!actors to consider +#!OR# feedbac)!actors to consider +#!OR# feedbac)


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!actors to consider +#!OR# feedbac)!actors to consider +#!OR# feedbac)includeinclude

Organization Conte6tOrganization Conte6t

CynicismCynicism

.ntegrated 2ith Other /ctivities.ntegrated 2ith Other /ctivities

Purpose and StrategyPurpose and Strategy

CommunicatedCommunicated

Perception of ProcessPerception of Process ConfidentialityConfidentiality

/nonymity/nonymity

*rust*rust

HonestyHonesty

!actors to consider +#!OR# feedbac)!actors to consider +#!OR# feedbac)includeinclude

Organization Conte6tOrganization Conte6t

CynicismCynicism

.ntegrated 2ith Other /ctivities.ntegrated 2ith Other /ctivities

Purpose and StrategyPurpose and Strategy

CommunicatedCommunicated

Perception of ProcessPerception of Process

ConfidentialityConfidentiality

/nonymity/nonymity

*rust*rust

HonestyHonesty

/ctual Process/ctual Process

*ime*ime Source of Ratings 3.nternal vs9Source of Ratings 3.nternal vs9

#6ternal4#6ternal4

.ndividual "ifferences.ndividual "ifferences

PersonalityPersonality

1oal Orientation1oal Orientation

/ctual Process/ctual Process

*ime*ime Source of Ratings 3.nternal vs9Source of Ratings 3.nternal vs9

#6ternal4#6ternal4

.ndividual "ifferences.ndividual "ifferences

PersonalityPersonality

1oal Orientation1oal Orientation


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!actors to consider /+O8* feedbac) include!actors to consider /+O8* feedbac) include

!eedbac) format!eedbac) format

Characteristics of !eedbac)Characteristics of !eedbac)

PositivePositive

7egative7egative

Over58nder RatingsOver58nder Ratings

Reactions to feedbac)Reactions to feedbac)

!actors to consider /+O8* feedbac) include!actors to consider /+O8* feedbac) include

!eedbac) format!eedbac) format

Characteristics of !eedbac)Characteristics of !eedbac)

PositivePositive

7egative7egative

Over58nder RatingsOver58nder Ratings

Reactions to feedbac)Reactions to feedbac)


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!actors to consider /!*#R feedbac) include!actors to consider /!*#R feedbac) include

%ethod of !eedbac) "istribution%ethod of !eedbac) "istribution

Organizational SupportOrganizational Support

"evelopment"evelopment

CoachingCoaching

.ndividual /ttitudes and +ehaviors.ndividual /ttitudes and +ehaviors

Perceived 7eed for ChangePerceived 7eed for Change

1oal Setting1oal Setting

%eetings with Raters%eetings with Raters

!actors to consider /!*#R feedbac) include!actors to consider /!*#R feedbac) include

%ethod of !eedbac) "istribution%ethod of !eedbac) "istribution

Organizational SupportOrganizational Support

"evelopment"evelopment

CoachingCoaching

.ndividual /ttitudes and +ehaviors.ndividual /ttitudes and +ehaviors

Perceived 7eed for ChangePerceived 7eed for Change

1oal Setting1oal Setting

%eetings with Raters%eetings with Raters


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Outcomes of the feedbac) process includeOutcomes of the feedbac)process include

Changes in Self and Other RatingsChanges in Self and Other Ratings

Relationship to /ssessment CenterRelationship to /ssessment Center

Ratings Relationship to Performance /ppraisalRatings Relationship to Performance /ppraisalRatingsRatings

#mployee Satisfaction#mployee Satisfaction

#mployee .ntent to Leave#mployee .ntent to Leave#mployee #ngagement#mployee #ngagement

Outcomes of the feedbac) process includeOutcomes of the feedbac)process include

Changes in Self and Other RatingsChanges in Self and Other Ratings

Relationship to /ssessment CenterRelationship to /ssessment Center

Ratings Relationship to Performance /ppraisalRatings Relationship to Performance /ppraisalRatingsRatings

#mployee Satisfaction#mployee Satisfaction

#mployee .ntent to Leave#mployee .ntent to Leave#mployee #ngagement#mployee #ngagement


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$eading 10.


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$eading 10.


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$eading 10.


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$eading 10.$eading 10.

Performance ;eadership: 11 %etter Practice that "anPerformance ;eadership: 11 %etter Practice that "an

$atchet >p Performance$atchet >p Performance




Strategies which leaders can use to enhanceStrategies which leaders can use to enhance

performance in organizations based on three stepperformance in organizations based on three step

process ofprocess of

Creating the performance framewor)Creating the performance framewor)

"riving performance management"riving performance management

Learning to enhance performanceLearning to enhance performance

Strategies which leaders can use to enhanceStrategies which leaders can use to enhanceperformance in organizations based on three stepperformance in organizations based on three step

process ofprocess of

Creating the performance framewor)Creating the performance framewor)

"riving performance management"riving performance management

Learning to enhance performanceLearning to enhance performance


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Creating the Performance !ramewor)Creating the Performance !ramewor)

Practice :; /rticulate the organization-s mission 3reiteratePractice :; /rticulate the organization-s mission 3reiterate

its fundamental points at every opportunity4its fundamental points at every opportunity4

Practice ; Clarify your theoretical lin) between target and

mission 3ma)e connection very clear4mission 3ma)e connection very clear4

Creating the Performance !ramewor)Creating the Performance !ramewor)

Practice :; /rticulate the organization-s mission 3reiteratePractice :; /rticulate the organization-s mission 3reiterate

its fundamental points at every opportunity4its fundamental points at every opportunity4

Practice ; Clarify your theoretical lin) between target and

mission 3ma)e connection very clear4mission 3ma)e connection very clear4


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"riving Performance .mprovement"riving Performance .mprovement

Practice ?; %onitor and report progress fre=uently0Practice ?; %onitor and report progress fre=uently0

personally0 and publicly 3shows leaders are payingpersonally0 and publicly 3shows leaders are paying

attention4attention4

Practice '; +uild operational capacity 3give teamsPractice '; +uild operational capacity 3give teams

resources and capabilities necessary to meet targets4resources and capabilities necessary to meet targets4

Practice @; *a)e advantage of small wins to rewardPractice @; *a)e advantage of small wins to reward

success 3shows appreciation and reinforces behavior4success 3shows appreciation and reinforces behavior4

Practice A; Create Besteem opportunities 3identifies rolePractice A; Create Besteem opportunities 3identifies role

models4models4

"riving Performance .mprovement"riving Performance .mprovement

Practice ?; %onitor and report progress fre=uently0Practice ?; %onitor and report progress fre=uently0

personally0 and publicly 3shows leaders are payingpersonally0 and publicly 3shows leaders are paying

attention4attention4 Practice '; +uild operational capacity 3give teamsPractice '; +uild operational capacity 3give teams

resources and capabilities necessary to meet targets4resources and capabilities necessary to meet targets4

Practice @; *a)e advantage of small wins to rewardPractice @; *a)e advantage of small wins to reward

success 3shows appreciation and reinforces behavior4success 3shows appreciation and reinforces behavior4

Practice A; Create Besteem opportunities 3identifies rolePractice A; Create Besteem opportunities 3identifies role

models4models4


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Learning to #nhance PerformanceLearning to #nhance Performance

Practice D; Chec) for distortions and missionPractice D; Chec) for distortions and mission

accomplishment 3ensures that performance targets advanceaccomplishment 3ensures that performance targets advance

mission4mission4

Practice :(; /nalyze a large number and a wide variety ofPractice :(; /nalyze a large number and a wide variety of

indicators 3ensure that both outcomes and processes are inindicators 3ensure that both outcomes and processes are in

synch with mission4synch with mission4

Practice ::; /d,ust mission0 target0 theory0 monitoring andPractice ::; /d,ust mission0 target0 theory0 monitoring andreporting0 operational capacity0 rewards0 esteemreporting0 operational capacity0 rewards0 esteem

opportunities0 and5or analysis 3feedbac)0 organizationalopportunities0 and5or analysis 3feedbac)0 organizational

learning and continuous improvement4learning and continuous improvement4

Learning to #nhance PerformanceLearning to #nhance Performance

Practice D; Chec) for distortions and missionPractice D; Chec) for distortions and mission

accomplishment 3ensures that performance targets advanceaccomplishment 3ensures that performance targets advance

mission4mission4 Practice :(; /nalyze a large number and a wide variety ofPractice :(; /nalyze a large number and a wide variety of

indicators 3ensure that both outcomes and processes are inindicators 3ensure that both outcomes and processes are in

synch with mission4synch with mission4

Practice ::; /d,ust mission0 target0 theory0 monitoring andPractice ::; /d,ust mission0 target0 theory0 monitoring andreporting0 operational capacity0 rewards0 esteemreporting0 operational capacity0 rewards0 esteem

opportunities0 and5or analysis 3feedbac)0 organizationalopportunities0 and5or analysis 3feedbac)0 organizational

learning and continuous improvement4learning and continuous improvement4

stevenson operations management 3e - chapter 10

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