team 9 performance appraisal june, 2002 director: marko sarstedt manager: chong sun tan miia...
TRANSCRIPT
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Team 9
Performance Appraisal
June, 2002
Director: Marko Sarstedt
Manager: Chong Sun Tan
Miia Montonen
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Agenda
• General
• Implementation Specifications
• Sources of Appraisal
• Rating Methods
• Bottom line
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Agenda
• General
• Definition
• Purposes & Principles
• Problems
• A formal approach
• Cultural & Legal Considerations
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Performance Appraisal
• Mutual, ongoing evaluation of employees in order to meet the strategic goals of the organization.
• A sound basis for improving, reviewing and evaluating organizational performance.
• 3 steps of appraisal process:– Gathering the information.
– Evaluating information in context of organizational needs.
– Communicating information between employees and supervisors.
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Purposes
Administrative purposes
• Compensation decisions • Promotion, layoff, transfer
decisions• HR planning • “Paper trail”
Developmental purposes
• Performance feedback • Possibility to improve job
performance• Eliminate problems• Set new goals
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Key principles
Performance appraisal has a capability of influencing employee behavior
and therefore improve organizational performance.
Encourage continuous feedback and employee coaching.
Enhance and improve individual’s capabilities at all levels of organization:• Identifying strengths and weaknesses• Eliminating external performance obstacles• Establishing training needs
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Problems
• Lack of top-management support.
• Appraisal can become a source of friction for managers and employers.
• Unclear performance standards by which to evaluate.
• Rater bias.
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Problems (cont.)
• Too many forms to complete becomes time and energy
consuming, and frustrating.
• Employees questioning fairness of system.
• Traditionally just quantitative aspects considered,
qualitative more difficult to measure.
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A formal approach
To determine the contributions of each individual it is necessary to havea formal appraisal program with clearly stated objectives.
Performance standards that are• Reliable.• Strategically relevant.• Free from contamination and criterion deficiency.
are essential foundations for evaluation.
Mutuality: Employees and supervisors participate equally and actively in the process (e.g. mutual establishment of performance
expectations)
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Cultural considerations
• Finnish people tend to avoid negative feedback.
• Most of them also do not like to discuss their personal characteristics with others.
• Russian and Baltic are slightly different from Finns??
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Legal considerations
Appraisal systems must comply with national laws:
• Appraisals subject to same validity criteria as selection procedures.
• Important to have clearly defined and measurable performance standards.
• Performance ratings job-related.
• Appraisal should be discussed openly with employees.
• Finland has strong labor unions.
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Agenda
• General
• Implementation Specifications
• Sources of Appraisal
• Rating Methods
• Bottom line
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Agenda
• Implementation Specifications
• Who is involved?
• What is the frequency?
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Who is involved?
• CEO BP-Centro
• Area-specific officers
• Country and Regional Managers
• Facility Managers
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What is the frequency?
CEO:
• Annually
MBO
Area-specific Officers:
• Annually
Self-Appraisal
MBO
Country and Regional Managers:
• Annually
Self-Appraisal
360° Appraisal
MBOFacility Managers:
• Annually
360° Appraisal
• Semi-Annually
Self-Appraisal
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Agenda
• General
• Implementation Specifications
• Sources of Appraisal
• Rating Methods
• Bottom line
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Agenda
• Sources of Appraisal
• Self-Appraisal
• 360° Appraisal
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Self-Appraisal
• Employees evaluate themselves on a self-appraisal form.
• Performance interview to discuss job performance and agree on a
final appraisal.
Sample questions:
What were your most important accomplishments during the appraisal period?
What are you job-related goals for the next period?
How can the supervisor help you in meeting future goals?
Source: Self-Appraisal form University of Houston / Victoria
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360° Appraisal
EvaluatedEmployee
PePeeerr
CustomerCustomer
SubordinateSubordinate
ProjectProjectleaderleader
SupervisorSupervisor
PeerPeer
SubordinateSubordinateSubordinateSubordinate
Performance feedback is received from a full circle of people
around the employee:
SIDELINE
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Pros / Cons of 360° Appraisal
• More Comprehensive.
• Higher quality of information.
• Lessened bias / prejudice.
• Increased self-development.
• Administratively complex.
• Conflicting opinions, which may be accurate
from specific standpoints.
• Possible collusion.
• Appraisers may not be
accountable if evaluation
anonymous.-
+
-
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Favorable Characteristics of 360° Appraisal
• Assure Anonymity
• Make respondents accountable
• Prevent collusion
• Use statistical procedures
• Identify biases
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Agenda
• General
• Implementation Specifications
• Sources of Appraisal
• Rating Methods
• Bottom line
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Agenda
• Rating Methods
• Trait Approaches
• Behavioral Approaches
• MBO
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Trait Approaches
• Trait Approaches:
• Mixed-Standard Scale Method / Forced-Choice Method
• Not conform with Finnish culture
• Essay Method
• Time-consuming to use
• Costly
• Quality influenced by writing-skills of appraiser
• Subjective
• Graphic Rating Scale
• Less subjective bias
• Degree of performance dimension is less offensive
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Example Graphic Rating Scale
C- Critically important
I – Important
N – Not appliable
E – Exceeds requirements
M – Meets requirements
O – Opportunity for development
Decision Making:
• Makes timely and effective decisions
• Considers broader impact of alternatives
• Delegates appropriately
C I N E M O
Communication:
• Listens well
• Communicates effectively
• Gives clear and concrete oral instructions
C I N E M O
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Behavioral Methods
• Critical Incident Methods
• Only considers unusual success & failure (”Black Book-Approach”)
• Behaviorally Anchored Rating Scale (BARS) / Behavior Observation
Scales (BOS)
• Time-consuming
• Costly to develop
• Potential for rating errors
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MBO
Definition:
Philosphy of management on the basis of employee
achievement or goals set by mutual agreement of employees
and managers.
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Pros / Cons of MBO
• Less subjective bias
• Link individual performance to organizational
performance
• Mutual goal setting
• Basis for reward and promotion decisions
+
-• Time consuming
• Costly
• May encourage short-term perspective
• Goals not always easy to measure
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MBO
Formulationof goals
Formulationof an
action planImplementation
InterimReview
FinalReview
Collectively formulate job objectives compatible with overall departmental objectives.
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Formulationof goals
Formulationof an
action planImplementation
InterimReview
FinalReview
Collectively formulate an action plan, evaluating technique and schedule.
MBO (cont.)
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Formulationof goals
Formulationof an
action planImplementation
InterimReview
FinalReview
MBO (cont.)
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Formulationof goals
Formulationof an
action planImplementation
InterimReview
FinalReview
As objective data becomes available, evaluate the progress that the employee is making toward the goals – goals may be changed.
Corrective measures may be taken.
MBO (cont.)
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Formulationof goals
Formulationof an
action planImplementation
InterimReview
FinalReview
Evaluate performance and design corrective action if needed.
MBO (cont.)
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Definition of goals
• Employee and supervisor decide mutually on expectations for the employee’s
performance:
• Define roles and accountabilities, including whether they are individual,
joint or team.
• Develop objectives that are closely tied to department goals
• Clarify performance dimensions
• Set interim review dates
• Agree on who will provide supplemental input
Questions to consider:
How can I improve my contribution to department goals?
What objectives will maximize my contribution?
Who can help me achieve my objectives? Whom do I interact with?
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Definition of goals (cont.)
SpecificSpecific
Results-orientedResults-oriented
ChallengingChallenging
CommitmentCommitment
ParticipationParticipation
TaskTaskEffortEffort
TaskTaskPerformancePerformance
Characteristics of Effective Goal Setting:
Adapted from: Mcshane; Canadian Organizational
Behavior; 4th ed.; p # 79
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Effective goal setting
High
Tas
k P
erfo
rman
ce
Low Moderate Challenging Impossible
Area ofOptimal
GoalDifficulty
Goal DifficultyAdapted from: Mcshane; Canadian Organizational
Behavior; 4th ed.; p # 80
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Example
Goal:
To deliver high standards of excellence in all services.
Objectives:
• To obtain a minimum score of 3.5 (out of 5) on all
Customer Service Evaluation forms.
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Agenda
• General
• Implementation Specifications
• Sources of Appraisal
• Rating Methods
• Bottom line
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Bottom Line
Sources:
• Self-Appraisal
• 360° Appraisal
Methods:
• Graphic Rating Scale
• MBO
Note: Trait methods are not useful for allocating rewards & promotion
decisions due to high potential of rating errors
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The End
Thank you for your attention!
Questions?
Comments?
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