performance management and appraisal chapter 8 © 2011 cengage learning. all rights reserved. may...
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![Page 1: Performance management and appraisal Chapter 8 © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly](https://reader036.vdocument.in/reader036/viewer/2022062308/56649e115503460f94afdf65/html5/thumbnails/1.jpg)
Performance Performance management and management and appraisalappraisalChapter 8Chapter 8
© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–1
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Employee Engagement Employee Engagement for a committed Workforce for a committed Workforce
• Level of commitment workers make to their Level of commitment workers make to their employeremployer
• Seen in their willingness to stay at the firm Seen in their willingness to stay at the firm and to go beyond call of duty and to go beyond call of duty
• Found in employees’ minds, hearts, and Found in employees’ minds, hearts, and handshands
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–3
The Nature of Performance The Nature of Performance ManagementManagement
Effective Performanc
e Management System
Make clear what the organization
expects
Provide performance
information to employees
Document performance for
personnel records
Identify areas of success and
needed development
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Performance Management (PM)Performance Management (PM)
• Goal-oriented process ensuring processes Goal-oriented process ensuring processes are in place to maximize productivity at are in place to maximize productivity at employee, team and organizational levelsemployee, team and organizational levels
• Close relationship between incentives and Close relationship between incentives and performance. performance.
• Dynamic, ongoing, continuous processDynamic, ongoing, continuous process
• Each part of the system is integrated and Each part of the system is integrated and linked for continuous organizational linked for continuous organizational effectiveness effectiveness
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–5
Performance Management versus Performance Management versus Performance AppraisalPerformance Appraisal
Performance Management
Processes used to identify, encourage, measure,
evaluate, improve, and reward employee
performance
Performance Appraisal
The process of evaluating how well employees
perform their jobs and then communicating that information to the
employees
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Uses of Performance AppraisalUses of Performance Appraisal
• Human resource planningHuman resource planning
• Recruitment and selectionRecruitment and selection
• Training and development Training and development
• Career planning and developmentCareer planning and development
• Compensation programsCompensation programs
• Internal employee relationsInternal employee relations
• Assessment of employee potentialAssessment of employee potential
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Performance Appraisal ProcessPerformance Appraisal ProcessExternal EnvironmentExternal EnvironmentInternal EnvironmentInternal Environment
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Identify Specific Performance Appraisal
Goals
Establish Performance Criteria (Standards) and Communicate Them To
Employees
Examine Work Performed
Appraise the Results
Discuss Appraisal with Employee
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Characteristics of Effective Appraisal Characteristics of Effective Appraisal SystemSystem
• Job-related criteriaJob-related criteria• Performance expectationsPerformance expectations• StandardizationStandardization• Trained appraisersTrained appraisers• Continuous open communicationContinuous open communication• Performance reviewsPerformance reviews• Due processDue process
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Continuous Open Communication Continuous Open Communication
• Employees need to know how well Employees need to know how well they are performing they are performing
• Good appraisal system provides Good appraisal system provides highly desired feedback on continuing highly desired feedback on continuing basis basis
• Should be few surprises in Should be few surprises in performance review performance review
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–10
FIGURE 10–1
Performance Management Linkage
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–11
FIGURE 10–2
Components of Performance Management
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–12
Global Cultural Differences Global Cultural Differences in Performance Managementin Performance Management
• Uncommon for managers in other cultures to Uncommon for managers in other cultures to rate employees or to give direct feedback.rate employees or to give direct feedback.
• Younger subordinates do not engage in joint Younger subordinates do not engage in joint discussions with their managers due their high discussions with their managers due their high respect for authority and age.respect for authority and age.
• Criticism from superiors is viewed as personally Criticism from superiors is viewed as personally devastating rather than as useful feedback.devastating rather than as useful feedback.
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–13
FIGURE 10–3 Components of a Performance-Focused Culture
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–14
Identifying and Measuring Employee Identifying and Measuring Employee PerformancePerformance
Quantity of output
Timeliness of output
Quality of output
Presence/attendance on the job
Efficiency of work completed
Effectiveness of work completed
Performance Criteria for Appraisals
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–15
Identifying and Measuring Employee Identifying and Measuring Employee Performance (cont’d)Performance (cont’d)
• Job DutiesJob Duties Important elements in a given job as identified from Important elements in a given job as identified from
job descriptions.job descriptions. What an organization pays an employee to do.What an organization pays an employee to do.
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–16
FIGURE 10–4 Types of Performance Information
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–17
Performance AppraisalsPerformance Appraisals• Benefits of “GOOD” Performance AppraisalsBenefits of “GOOD” Performance Appraisals
Enhanced Employee EngagementEnhanced Employee Engagement
Increased operational competenceIncreased operational competence
Enhanced corporate growthEnhanced corporate growth
Heightened transformational processes and Heightened transformational processes and performanceperformance
Provide answers to a wide array of work-related Provide answers to a wide array of work-related questions of how to improve job performancequestions of how to improve job performance
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–18
FIGURE 10–6 Uses for Performance Appraisals
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–19
Decisions About the Performance Decisions About the Performance Appraisal ProcessAppraisal Process
Designing Appraisal Systems
Appraisal Responsibilit
ies
Informal vs. Systematic Processes
Timing of Appraisals
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–20
Who Conducts Appraisals?Who Conducts Appraisals?
Supervisors rating their employees
Employees rating their superiors
Multisource or360° feedback
Outside sources rating
employees
Team members rating each
other
Employees rating
themselves
Sources of Performance Appraisals
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–21
FIGURE 10–9 Multisource Appraisal
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–22
Team/Peer RatingTeam/Peer Rating
Advantages Disadvantages
• Helps improve performance of lower-rated individuals
• Peers have opportunity to observe other peers
• Peer appraisals focus on individual contributions to teamwork and team performance
• Can negatively affect working relationships
• Can create difficulties for managers in determining individual performance
• Organizational use of individual performance appraisals can hinder the development of teamwork
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–23
FIGURE 10–11 Sample Terms for Defining Standards
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–24
FIGURE 10–13 Forced Distribution on a Bell-Shaped Curve
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–25
Training Of Managers And Training Of Managers And Employees in Performance Employees in Performance
AppraisalAppraisalAppraisal
process and timing
Performance criteria and job
standards
Common rating errors
Compensation reviews
Positive and negative feedback
Training and development
goals
Performance Appraisals
Training Topics
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© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 10–26
Performance Management System Performance Management System (PMS)(PMS)
Consistent with the strategic
mission
Beneficial as a development
tool
Effectively documents
performance
Viewed as fair by employees
Useful as an administrative
tool
Is legal and job related
Effective Performance Management
System