chapter 11: measuring performance and providing feedback jackson and schuler © 2003 south-western...
TRANSCRIPT
Chapter 11:Chapter 11:
Measuring Performance and Measuring Performance and Providing FeedbackProviding Feedback
Jackson and SchulerJackson and Schuler
© 2003 South-Western College Publishing. All rights reserved.
Eighth editionEighth edition
Managing Human Managing Human ResourcesResources
© 2003 South-Western College Publishing. All rights reserved. 11–2
Chapter OutlineChapter OutlineChapter OutlineChapter Outline
The Strategic Importance of Measuring The Strategic Importance of Measuring Performance and Providing FeedbackPerformance and Providing Feedback
Deciding What to MeasureDeciding What to Measure TimingTiming Participants in Performance Measurement Participants in Performance Measurement
and Feedbackand Feedback Performance Appraisal FormatsPerformance Appraisal Formats The Rating ProcessThe Rating Process
© 2003 South-Western College Publishing. All rights reserved. 11–3
Chapter Outline (cont’d)Chapter Outline (cont’d)Chapter Outline (cont’d)Chapter Outline (cont’d)
Providing FeedbackProviding Feedback Team Appraisal and FeedbackTeam Appraisal and Feedback Roles and Responsibilities of the HR TriadRoles and Responsibilities of the HR Triad
© 2003 South-Western College Publishing. All rights reserved. 11–4
TerminologyTerminologyTerminologyTerminology
Performance Management System:Performance Management System: Formal, structured processFormal, structured process Used toUsed to
• MeasureMeasure• EvaluateEvaluate• InfluenceInfluence
An employee’s job-related attributes, An employee’s job-related attributes, behaviors, and performance resultsbehaviors, and performance results
© 2003 South-Western College Publishing. All rights reserved. 11–5
TerminologyTerminologyTerminologyTerminology
Performance appraisalPerformance appraisal Evaluating performance based on the Evaluating performance based on the
judgments and opinions of subordinates, judgments and opinions of subordinates, peers, supervisors, other managers and peers, supervisors, other managers and even the employees themselveseven the employees themselves
© 2003 South-Western College Publishing. All rights reserved. 11–6
Performance Management SystemPerformance Management SystemPerformance Management SystemPerformance Management System
Designing the systemDesigning the systemDesigning the systemDesigning the system
Performance measurementPerformance measurementand feedbackand feedback
Performance measurementPerformance measurementand feedbackand feedback
Employee developmentEmployee developmentEmployee developmentEmployee development
If no improvement,If no improvement,make adjustmentsmake adjustments
If no improvement,If no improvement,make adjustmentsmake adjustments
Provide rewardsProvide rewardsfor improvementfor improvement
Provide rewardsProvide rewardsfor improvementfor improvement
© 2003 South-Western College Publishing. All rights reserved. 11–7
Performance Management within Performance Management within an Integrated HR Systeman Integrated HR System
Performance Management within Performance Management within an Integrated HR Systeman Integrated HR System
Objectives of Performance
Measurement and Feedback
• Motivation and Productivity
• Strategic Planning and Change
• Legal Compliance
Performance Management Systems
Design • What/when to
Measure• Who to Involve• Formats• Accountability
Individual and Team Performance
Feedback and Follow-Up
If no improvement, make adjustments
Using performance-based pay to reward performance
Other HRActivities
• Fairness• Alignment• Job Analysis
External Environment
Internal Environment
© 2003 South-Western College Publishing. All rights reserved. 11–8
The Strategic Importance of The Strategic Importance of Measuring Performance and Measuring Performance and
Providing FeedbackProviding Feedback
The Strategic Importance of The Strategic Importance of Measuring Performance and Measuring Performance and
Providing FeedbackProviding Feedback Enhancing motivation and productivityEnhancing motivation and productivity
Monitoring performance and providing Monitoring performance and providing feedback to individuals, teams and the feedback to individuals, teams and the organizationorganization
Strategic planning and changeStrategic planning and change Detecting ProblemsDetecting Problems Evaluating ChangeEvaluating Change
© 2003 South-Western College Publishing. All rights reserved. 11–9
The Strategic Importance of The Strategic Importance of Measuring Performance and Measuring Performance and
Providing FeedbackProviding Feedback
The Strategic Importance of The Strategic Importance of Measuring Performance and Measuring Performance and
Providing FeedbackProviding Feedback Ensuring legal complianceEnsuring legal compliance
Measures must be Measures must be • NondiscriminatoryNondiscriminatory• Job-relatedJob-related• FairFair
© 2003 South-Western College Publishing. All rights reserved. 11–10
Enhancing Motivation and Enhancing Motivation and ProductivityProductivity
Enhancing Motivation and Enhancing Motivation and ProductivityProductivity
Expectancy TheoryExpectancy Theory People chose their behaviors and effort People chose their behaviors and effort
levels.levels. Choices are based on workers’ beliefs that Choices are based on workers’ beliefs that
behaviors and efforts will lead to desired behaviors and efforts will lead to desired consequences.consequences.
© 2003 South-Western College Publishing. All rights reserved. 11–11
Expectancy TheoryExpectancy TheoryExpectancy TheoryExpectancy Theory
ExpectancyExpectancy If I make an effort, will I be able to perform?If I make an effort, will I be able to perform?
InstrumentalityInstrumentality What consequences will follow from my What consequences will follow from my
performance?performance?
ValenceValence How much do I value How much do I value
the consequences?the consequences?
© 2003 South-Western College Publishing. All rights reserved. 11–12
Employee Motivation and Employee Motivation and PerformancePerformance
Employee Motivation and Employee Motivation and PerformancePerformance
MotivationMotivation• Which Which
behaviorsbehaviors
• How much How much efforteffort
Actual Performance
Actual Performance
Measured Performance
Measured Performance
Expec
tancy
Consequences Consequences for Employeefor Employee
• PositivePositive
• NegativeNegative
Perceived Perceived FairnessFairness
SatisfactionSatisfactionIn
strum
enta
lity
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Factors that Influence Motivation Factors that Influence Motivation and Translate Motivation into and Translate Motivation into
PerformancePerformance
Factors that Influence Motivation Factors that Influence Motivation and Translate Motivation into and Translate Motivation into
PerformancePerformance Performance expectations Performance expectations
and goalsand goals Performance of Performance of
interdependent othersinterdependent others Employee confidence and Employee confidence and
competenciescompetencies Access to required resourcesAccess to required resources Ongoing feedbackOngoing feedback
© 2003 South-Western College Publishing. All rights reserved. 11–14
Factors that Influence Whether Factors that Influence Whether Performance Will Be SustainedPerformance Will Be SustainedFactors that Influence Whether Factors that Influence Whether Performance Will Be SustainedPerformance Will Be Sustained
Valid performanceValid performancemeasurementmeasurement
Value of rewardValue of rewardand negative and negative consequenceconsequence(Valence)(Valence)
Ongoing feedbackOngoing feedback
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Legal ConsiderationsLegal ConsiderationsLegal ConsiderationsLegal Considerations
Civil Rights Acts of 1964 and 1991Civil Rights Acts of 1964 and 1991 Age Discrimination in Employment ActAge Discrimination in Employment Act
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Legally Defensible Appraisal and Legally Defensible Appraisal and FeedbackFeedback
Legally Defensible Appraisal and Legally Defensible Appraisal and FeedbackFeedback
Based on job analysisBased on job analysis Standardized and formalStandardized and formal Specific standards Specific standards
communicated in communicated in advanceadvance
Objective and Objective and uncontaminated datauncontaminated data
Ratings on traits Ratings on traits avoided or avoided or operationalized in operationalized in behavioral termsbehavioral terms
Evaluate on specific Evaluate on specific work dimensions, not work dimensions, not global measuresglobal measures
Evaluators have Evaluators have opportunity to observe opportunity to observe work behaviorswork behaviors
More than one More than one independent evaluator if independent evaluator if possiblepossible
Behavioral Behavioral documentation for documentation for extreme ratingsextreme ratings
© 2003 South-Western College Publishing. All rights reserved. 11–17
Legally Defensible Appraisal (cont’d)Legally Defensible Appraisal (cont’d)Legally Defensible Appraisal (cont’d)Legally Defensible Appraisal (cont’d)
Employees given the Employees given the opportunity to review opportunity to review appraisalappraisal
Formal system of Formal system of appeal is availableappeal is available
Raters trained to Raters trained to prevent discrimination prevent discrimination and to evaluate and to evaluate consistentlyconsistently
Frequent appraisals (at Frequent appraisals (at least annually)least annually)
© 2003 South-Western College Publishing. All rights reserved. 11–18
Deciding What to MeasureDeciding What to MeasureDeciding What to MeasureDeciding What to Measure
Personal traitsPersonal traits For example: “loyalty” or “dependability”For example: “loyalty” or “dependability” Not reliable and difficult to defend as Not reliable and difficult to defend as
measurable performance criteriameasurable performance criteria
BehaviorsBehaviors Focus on how work performedFocus on how work performed Easier to observe and defend than traitsEasier to observe and defend than traits For example, “Has not been late to work For example, “Has not been late to work
during past 6 months.”during past 6 months.”
© 2003 South-Western College Publishing. All rights reserved. 11–19
Deciding What to Measure, Con’t.Deciding What to Measure, Con’t.Deciding What to Measure, Con’t.Deciding What to Measure, Con’t.
Objective ResultsObjective Results Focus on what was accomplished or Focus on what was accomplished or
producedproduced May miss critical aspects of job that are May miss critical aspects of job that are
difficult to quantifydifficult to quantify For example: number of traffic tickets For example: number of traffic tickets
written.written.
Multiple CriteriaMultiple Criteria Performance appraisal should capture all Performance appraisal should capture all
aspects of the jobaspects of the job
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Organizational CitizenshipOrganizational CitizenshipOrganizational CitizenshipOrganizational Citizenship
May want to include as part of overall May want to include as part of overall performanceperformance
Includes:Includes: Volunteering for tasks not formally part of Volunteering for tasks not formally part of
the jobthe job Helping othersHelping others Following organizational rules and Following organizational rules and
procedures even when inconvenientprocedures even when inconvenient Endorsing, supporting, and defending Endorsing, supporting, and defending
organizational objectivesorganizational objectives
© 2003 South-Western College Publishing. All rights reserved. 11–21
Validity of Performance CriteriaValidity of Performance CriteriaValidity of Performance CriteriaValidity of Performance Criteria
Criteria are deficient if relevant aspects of job Criteria are deficient if relevant aspects of job are not covered.are not covered.
Criteria are contaminated if evaluation Criteria are contaminated if evaluation includes irrelevant factors.includes irrelevant factors.
When multiple criteria are used, they can be When multiple criteria are used, they can be weighted based on:weighted based on: Job AnalysisJob Analysis Statistical proceduresStatistical procedures
© 2003 South-Western College Publishing. All rights reserved. 11–22
Timing of EvaluationsTiming of EvaluationsTiming of EvaluationsTiming of Evaluations
Focal-point systemFocal-point system All employees at same timeAll employees at same time Easier to standardize across Easier to standardize across
employeesemployees May create burdensome workloadMay create burdensome workload May create artificial productivity cyclesMay create artificial productivity cycles
Anniversary modelAnniversary model On employee’s anniversary with the organizationOn employee’s anniversary with the organization Does not tie individual performance to overall Does not tie individual performance to overall
organizational performanceorganizational performance Ratings earlier in year may be more lenientRatings earlier in year may be more lenient
© 2003 South-Western College Publishing. All rights reserved. 11–23
Timing Appraisals to the NaturalTiming Appraisals to the NaturalTime Span of the JobTime Span of the Job
Timing Appraisals to the NaturalTiming Appraisals to the NaturalTime Span of the JobTime Span of the Job
Ensure that feedback is given when it can be Ensure that feedback is given when it can be most useful.most useful.
Possible time spans: Possible time spans: Midway through a project for teamsMidway through a project for teams After each presentation for After each presentation for
account executivesaccount executives
© 2003 South-Western College Publishing. All rights reserved. 11–24
Participants in Performance Participants in Performance Measurement and FeedbackMeasurement and FeedbackParticipants in Performance Participants in Performance Measurement and FeedbackMeasurement and Feedback
EmployeeAppraisal
EmployeeEmployeeAppraisalAppraisal
SupervisorsSupervisors
Self-Self-AppraisalAppraisal
PeersPeers
SubordinatesSubordinates
CustomersCustomers
ElectronicElectronic MonitoringMonitoring
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Guidelines for Determining Guidelines for Determining ParticipantsParticipants
Guidelines for Determining Guidelines for Determining ParticipantsParticipants
Involving multiple raters is generally best.Involving multiple raters is generally best. Consider the amount and type of information Consider the amount and type of information
each source has available.each source has available. Supervisors may make the most Supervisors may make the most
reliable judgments.reliable judgments. Self-appraisal increases Self-appraisal increases
employee satisfaction employee satisfaction but is subject to leniency biasbut is subject to leniency bias
© 2003 South-Western College Publishing. All rights reserved. 11–26
Guidelines for Determining Guidelines for Determining Participants (cont’d)Participants (cont’d)
Guidelines for Determining Guidelines for Determining Participants (cont’d)Participants (cont’d)
Cultural differences may affect appraisalsCultural differences may affect appraisals Peers often have best opportunity to observe Peers often have best opportunity to observe
behavior and peer appraisals are useful behavior and peer appraisals are useful predictorspredictors
Upward appraisalUpward appraisal by subordinates will be by subordinates will be most useful whenmost useful when Anonymity guaranteedAnonymity guaranteed Managers meet with direct reports to discuss Managers meet with direct reports to discuss
resultsresults
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Guidelines for Determining Guidelines for Determining Participants (cont’d)Participants (cont’d)
Guidelines for Determining Guidelines for Determining Participants (cont’d)Participants (cont’d)
Customer feedback most useful whenCustomer feedback most useful when A large number of customers respondA large number of customers respond Results are not biased by few customers Results are not biased by few customers
with bad experienceswith bad experiences
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360-Degree Appraisals360-Degree Appraisals360-Degree Appraisals360-Degree Appraisals
Performance information collected from Performance information collected from colleagues and internal customerscolleagues and internal customers
Less susceptible to gender/ethnicity biasesLess susceptible to gender/ethnicity biases Research supportsResearch supports
Anonymity of ratersAnonymity of raters Use of full circle of ratersUse of full circle of raters
© 2003 South-Western College Publishing. All rights reserved. 11–29
Performance Appraisal FormatsPerformance Appraisal FormatsPerformance Appraisal FormatsPerformance Appraisal Formats
Straight rankingStraight rankingForced distributionForced distribution
Norm-ReferencedAppraisals
AbsoluteStandards
Output-BasedFormats
Graphic rating scalesGraphic rating scalesBehaviorally-anchoredBehaviorally-anchored rating scalesrating scalesBehavioral observation Behavioral observation scalesscales
Direct indexDirect indexManagement byManagement by objectivesobjectives
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Forced DistributionForced DistributionForced DistributionForced Distribution
Lowest Next Lowest Middle Next Highest Lowest Next Lowest Middle Next Highest Performers PerformersPerformers Performers
10% 20% 40% 20% 10% 10% 20% 40% 20% 10%
5 employees 10 employees 20 employees 10 employees 5 employees5 employees 10 employees 20 employees 10 employees 5 employees
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Graphic Rating ScaleGraphic Rating ScaleGraphic Rating ScaleGraphic Rating Scale
1(Low) 2 3 4 5 6 7 (High)
Quantity of Work
X
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Behaviorally Anchored Rating ScaleBehaviorally Anchored Rating ScaleBehaviorally Anchored Rating ScaleBehaviorally Anchored Rating Scale
1
2
3
4
5
6
7Helps customers in a manner that draws praise from them
Develops loan documentation accurately
Provides information to customers, even if not asked
Conducts loan interviews in a manner that draws complaints from applicants
Assists customers with loan applications
Prepares credit reports without having to be told
Fails to help other banks participating in loans
Dimension:Dimension: Transacting Loans Transacting Loans (Corporate Loan Assistant)(Corporate Loan Assistant)
© 2003 South-Western College Publishing. All rights reserved. 11–33
Behavior FrequencyDimension: Teamwork
•Exhibits rude behavior that coworkers complain about (Reverse scored)
•Verbally shares technical knowledge with other technicians
•As needed, consults fellow workers for their ideas on ways to solve specific problems
Job: Maintenance MechanicJob: Maintenance Mechanic
0 1 2 3 4 5
0 1 2 3 4 5
0 1 2 3 4 5
Behavioral Behavioral Observation ScaleObservation Scale
Behavioral Behavioral Observation ScaleObservation Scale
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Management by ObjectivesManagement by ObjectivesManagement by ObjectivesManagement by Objectives
Job: Graphic ArtistJob: Graphic Artist Project: Logo Development for Project: Logo Development for
County Park SystemCounty Park System Goals and subgoals:Goals and subgoals: Meet all agreed-on deadlinesMeet all agreed-on deadlines Bill final hours within plus or minus 10 Bill final hours within plus or minus 10
% of agreed-on budget% of agreed-on budget Achieve supervisor’s criteria for logo Achieve supervisor’s criteria for logo
development:development: Reproduces well in various sizes Reproduces well in various sizes
and 3 dimensionsand 3 dimensions Has strong identityHas strong identity Uses type in a unique mannerUses type in a unique manner Has high quality artHas high quality art
© 2003 South-Western College Publishing. All rights reserved. 11–35
The Rating ProcessThe Rating ProcessThe Rating ProcessThe Rating Process
Selectively observe behaviorSelectively observe behaviorSelectively observe behaviorSelectively observe behavior
Encode information on behaviorEncode information on behaviorEncode information on behaviorEncode information on behavior
Store informationStore informationStore informationStore information
Retrieve informationRetrieve informationRetrieve informationRetrieve information
Integrate informationIntegrate informationIntegrate informationIntegrate information
Make an evaluationMake an evaluationMake an evaluationMake an evaluation
Record final performance ratingRecord final performance ratingRecord final performance ratingRecord final performance rating
Social andsituationalcontext
Cognitiveerrors
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Common Rating ErrorsCommon Rating ErrorsCommon Rating ErrorsCommon Rating Errors
Halo/HornHalo/Horn LeniencyLeniency StrictnessStrictness Central TendencyCentral Tendency PrimacyPrimacy RecencyRecency ContrastContrast
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Improving Rater AccuracyImproving Rater AccuracyImproving Rater AccuracyImproving Rater Accuracy
Rating scale formatRating scale format Each dimension addresses single job activityEach dimension addresses single job activity Each performance dimension rated Each performance dimension rated
separately; scores summed to determine separately; scores summed to determine overall ratingoverall rating
Ambiguous terms (e.g. “average”) should Ambiguous terms (e.g. “average”) should not to be used.not to be used.
© 2003 South-Western College Publishing. All rights reserved. 11–38
Improving Rater AccuracyImproving Rater AccuracyImproving Rater AccuracyImproving Rater Accuracy
Memory AidsMemory Aids Behavioral diaries and critical incident filesBehavioral diaries and critical incident files Electronic diary-keeping softwareElectronic diary-keeping software
Rater TrainingRater Training Frame-of-reference training Frame-of-reference training
especially usefulespecially useful
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Frame-of-Reference TrainingFrame-of-Reference TrainingFrame-of-Reference TrainingFrame-of-Reference Training
A group of raters (with help of trainer):A group of raters (with help of trainer): Identify criteria, using job descriptionIdentify criteria, using job description View video of employee performanceView video of employee performance Independently evaluate video performanceIndependently evaluate video performance Present rationales and Present rationales and
challenge other raterschallenge other raters Reach consensus on Reach consensus on
evaluation of job evaluation of job performanceperformance
© 2003 South-Western College Publishing. All rights reserved. 11–40
Improving Rater AccuracyImproving Rater AccuracyImproving Rater AccuracyImproving Rater Accuracy
Rewards for Accurate and Timely AppraisalsRewards for Accurate and Timely Appraisals Salary increases, promotions, assignments Salary increases, promotions, assignments
to key positions can be partly based on to key positions can be partly based on performance as a rater.performance as a rater.
Multiple RatersMultiple Raters Diffusion of responsibility leads to accuracyDiffusion of responsibility leads to accuracy Group discussion can alleviate biasesGroup discussion can alleviate biases
© 2003 South-Western College Publishing. All rights reserved. 11–41
Providing FeedbackProviding FeedbackProviding FeedbackProviding Feedback
Issues:Issues: Potential sources of conflictPotential sources of conflict TimingTiming PreparationPreparation Content of discussionContent of discussion Follow-upFollow-up Identifying causes of Identifying causes of
performance deficienciesperformance deficiencies
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Sources of Conflict DuringSources of Conflict DuringPerformance FeedbackPerformance Feedback
Sources of Conflict DuringSources of Conflict DuringPerformance FeedbackPerformance Feedback
Combining evaluative and developmental Combining evaluative and developmental goalsgoals Need to be candid and protect employee’s Need to be candid and protect employee’s
self-esteemself-esteem
Self-serving employee attributions that Self-serving employee attributions that interfere with performance improvementinterfere with performance improvement Discounting role of external Discounting role of external
forces in good performance; forces in good performance; over-emphasizing external over-emphasizing external effects in poor performanceeffects in poor performance
© 2003 South-Western College Publishing. All rights reserved. 11–43
Improving the Feedback ProcessImproving the Feedback ProcessImproving the Feedback ProcessImproving the Feedback Process
Timing: Timing: Providing immediate feedback is most Providing immediate feedback is most
useful.useful. Giving only as much information as the Giving only as much information as the
receiver can usereceiver can use
PreparationPreparation Scheduling feedback sessions in advanceScheduling feedback sessions in advance Clarifying purpose and content of meetingClarifying purpose and content of meeting Giving both participants time to prepareGiving both participants time to prepare
© 2003 South-Western College Publishing. All rights reserved. 11–44
Improving the Feedback ProcessImproving the Feedback ProcessImproving the Feedback ProcessImproving the Feedback Process
Why process breaks down:Why process breaks down: Supervisor uses “tell and sell” approachSupervisor uses “tell and sell” approach Subordinates frustrated in trying to justify Subordinates frustrated in trying to justify
performance to supervisors performance to supervisors Subordinates discount feedbackSubordinates discount feedback
© 2003 South-Western College Publishing. All rights reserved. 11–45
Improving the Feedback ProcessImproving the Feedback ProcessImproving the Feedback ProcessImproving the Feedback Process
The Problem-Solving ApproachThe Problem-Solving Approach Using diagnosis to understand the factors that Using diagnosis to understand the factors that
affect performance.affect performance. Removing roadblocks by agreeing on an action Removing roadblocks by agreeing on an action
plan and address issues such as:plan and address issues such as:• Lack of resources.Lack of resources.• Need for additional information and training.Need for additional information and training.• Improving ongoing communications and feedback.Improving ongoing communications and feedback.
Setting goals through employee participation to Setting goals through employee participation to increase acceptance of goals.increase acceptance of goals.
© 2003 South-Western College Publishing. All rights reserved. 11–46
Diagnosing Causes of Diagnosing Causes of Performance DeficienciesPerformance DeficienciesDiagnosing Causes of Diagnosing Causes of
Performance DeficienciesPerformance Deficiencies
Does employee have the competencies and Does employee have the competencies and the interest to perform as desired?the interest to perform as desired?
Have specific, difficult but attainable goals Have specific, difficult but attainable goals been communicated?been communicated?
Is employee certain about desired Is employee certain about desired performance, the consequences of performance, the consequences of performance, level of authority?performance, level of authority?
© 2003 South-Western College Publishing. All rights reserved. 11–47
Diagnosing Causes of Performance Diagnosing Causes of Performance Deficiencies (cont’d)Deficiencies (cont’d)
Diagnosing Causes of Performance Diagnosing Causes of Performance Deficiencies (cont’d)Deficiencies (cont’d)
Has employee received Has employee received useful,clear, immediate useful,clear, immediate feedback?feedback?
Does performing well Does performing well matter? Are there matter? Are there negative negative consequences?consequences?
Does the employee Does the employee have the power and have the power and resources to perform as resources to perform as required?required?
© 2003 South-Western College Publishing. All rights reserved. 11–48
Follow-Up to the Feedback SessionFollow-Up to the Feedback SessionFollow-Up to the Feedback SessionFollow-Up to the Feedback Session
Positive ReinforcementPositive Reinforcement Use of positive rewards to increase Use of positive rewards to increase
occurrence of desired performanceoccurrence of desired performance Principles:Principles:
• People perform in ways that People perform in ways that they find most rewardingthey find most rewarding
• By providing proper rewards, By providing proper rewards, it’s possible to improve it’s possible to improve performanceperformance
© 2003 South-Western College Publishing. All rights reserved. 11–49
Follow-Up to the Feedback SessionFollow-Up to the Feedback SessionFollow-Up to the Feedback SessionFollow-Up to the Feedback Session
PunishmentPunishment Decreases frequency of undesired behaviorDecreases frequency of undesired behavior Can get immediate results and has vicarious Can get immediate results and has vicarious
powerpower Can have undesirable side effectsCan have undesirable side effects
© 2003 South-Western College Publishing. All rights reserved. 11–50
Self-ManagementSelf-ManagementSelf-ManagementSelf-Management
People exercise control over their own People exercise control over their own behaviorbehavior
Individuals Individuals Assess own problemsAssess own problems Set specific, hard goalsSet specific, hard goals Develop strategies to eliminate Develop strategies to eliminate
blocks to successblocks to success Administer own reinforcementAdminister own reinforcement
© 2003 South-Western College Publishing. All rights reserved. 11–51
Last Recourses in Last Recourses in Performance ManagementPerformance Management
Last Recourses in Last Recourses in Performance ManagementPerformance Management
TransferTransfer When employee and job are not well matchedWhen employee and job are not well matched
NeutralizeNeutralize Assign noncritical tasks to minimize Assign noncritical tasks to minimize
the impact of deficienciesthe impact of deficiencies
TerminateTerminate For dishonesty, habitual For dishonesty, habitual
absenteeism, substance abuse, absenteeism, substance abuse, insubordination, and low productivity insubordination, and low productivity that can’t be correctedthat can’t be corrected
© 2003 South-Western College Publishing. All rights reserved. 11–52
Strategies for Improving Strategies for Improving PerformancePerformance
Strategies for Improving Strategies for Improving PerformancePerformance
PositiveReinforcement
Self-Management
Punishment
EmployeeAssistancePrograms
OtherStrategies
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Performance Criteria for TeamsPerformance Criteria for TeamsPerformance Criteria for TeamsPerformance Criteria for Teams
Task CompletionTask Completion Accuracy, speedAccuracy, speed Creativity, costCreativity, cost
Team DevelopmentTeam Development CohesivenessCohesiveness FlexibilityFlexibility Preparedness for new tasksPreparedness for new tasks
Stakeholder SatisfactionStakeholder Satisfaction Customer, team and other teams’ Customer, team and other teams’
satisfaction with procedures and outputssatisfaction with procedures and outputs
© 2003 South-Western College Publishing. All rights reserved. 11–54
Individual Performance of Team Individual Performance of Team MembersMembers
Individual Performance of Team Individual Performance of Team MembersMembers
Task PerformanceTask Performance Accuracy, speed, creativity, and efficiencyAccuracy, speed, creativity, and efficiency
Relationships with OthersRelationships with Others Understanding others’ perspectivesUnderstanding others’ perspectives Trust by othersTrust by others New friendshipsNew friendships
Personal DevelopmentPersonal Development Development of competencies, Development of competencies,
technical knowledge, and skillstechnical knowledge, and skills Development of networks of colleaguesDevelopment of networks of colleagues
© 2003 South-Western College Publishing. All rights reserved. 11–55
Factors of Team EffectivenessFactors of Team EffectivenessFactors of Team EffectivenessFactors of Team Effectiveness
External ContextExternal ContextCultureCulture Member SelectionMember Selection Team TrainingTeam Training Reward SystemsReward Systems
Team DesignTeam Design• Team SizeTeam Size
• Team LocationTeam Location
Internal ProcessesInternal Processes• Developmental Developmental
StagesStages
• FeelingsFeelings
• Behavioral NormsBehavioral NormsEffectiveness Effectiveness CriteriaCriteria
• TeamTeam
• IndividualIndividual
© 2003 South-Western College Publishing. All rights reserved. 11–56
Roles and Responsibilities of HR Roles and Responsibilities of HR TriadTriad
Roles and Responsibilities of HR Roles and Responsibilities of HR TriadTriad
Line Managers
• With HR and employees to develop measures
• Avoid rating errors
• Keep records and measure performance conscientiously
• Diagnose performance deficiencies
• Develop performance improvement strategies
HR Professionals
• Use job analysis to develop relevant, legal measures
• Train and assist others
• Coordinate administrative aspects
• Monitor managerial decisions
• Assist others dealing with performance deficiencies
• Administer appeals
Employees
• Work with HR and managers to set expectations
• Appraise work of others
• Participate in self-appraisal
• Learn to give feedback
• Understand criteria
• Learn to diagnose,set goals, self-manage