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w8-Conducting a Performance Appraisal Interview (What is Performance…
w8-Conducting a Performance Appraisal Interview
whenever it's a pleasure-performance appraisal is easy to do
when
performance is substandard), performance appraisal refuses to run properly.
What is Performance Appraisal and Why is it a Problem?
part of the individual’s formal record and are used to make decisions about his or
her pay and career
once a year
also poses some danger to the motivation of
their subordinates and their relationship with them.
managers and subordinates have ambivalent feelings about performance appraisal & negative aspect
talk: problems in the appraisal process
Goals of Performance Appraisal2
many goals and they are in
conflict
The Organization Goals
can be :aimed at influencing the behavior and performance
of individuals.
help motivate employees, point
out needed change, help them grow and develop competence
Evaluation Goals
To give feedback to subordinates so they know where they stand.
To develop valid data for pay (salary and bonus) and promotion decisions and to
provide a means of communicating these decisions.
To help the company in making discharge and retention decisions and to provide
a means of warning subordinates about unsatisfactory performance.
Coaching and Development Goals
To counsel and coach subordinates so that they will improve their performance
and develop future potential.
To develop commitment to the larger organization through discussion of career
opportunities and career planning.
To motivate subordinates through recognition and support.
To strengthen supervisor-subordinate relations.
To diagnose individual and organizational problems.
When coaching and
development are the goals, managers must play the role of helper.
The Individual’s Goals
If this information is favorable, it helps satisfy their needs for competence and
psychological success; if it is not, they tend to experience failure, and the feedback is often difficult to
accept.
:
Conflicting Individual and Organizational Goals
The poorer the performance of the individual involved, the
worse the potential conflict and the less likely the exchange of valid information
It does not run well and is very uncomfortable when the individual is a poor performer
and the conflicts between his or her own self-interest and those of the organization are high.
BIG CONFLICT: individual and the organization.
individual desires to confirm a positive
self-image and to obtain organizational rewards of promotion or pay. The organization wants
individuals to be open to negative information about themselves so they can improve their
performance
Problems in Performance Appraisal
Ambivalence and Avoidance
It does not run well and is very uncomfortable when the individual is a poor performer
and the conflicts between his or her own self-interest and those of the organization are high.
SUBorwant to discuss negative aspects of their performance so they can
improve and develop, but will not want to jeopardize promotions, pay, or their own self-image.
the sandwich approach or only very general statements
shallow appraisal just skims the surface
Feedback and Defensiveness
DEFENSIVENESS: Subordinates may try to blame their
unsatisfactory performance on others or on uncontrollable events; they may question the appraisal
system itself or minimize its importance; they may demean the source of the data; they may apologize
and promise to do better in the hope of shortening their exposure to negative feedback; or they may
agree too readily to the feedback while inwardly denying its validity or accuracy.
open hostility and denials or may be masked
subordinates who
need development most may learn least.
The Worst of All Interviews: Avoidance and Defensiveness Combined
Nonevaluative Evaluation
how to have an open discussion
Potential Solutions to Appraisal Problems
The Appraisal System
Choosing appropriate performance data
Upward appraisal
power must be equalized
:check:Physical arrangements; adoption of a
rate-your-boss
appraisal process may be even more effective.
Help a supervisor create the conditions needed for an effective
performance appraisal interview.
minimize defensiveness and avoidance
by narrowly focusing feedback on specific behaviors or specific performance goals
Feedback about specific incidents NOT broad generalizations
:red_cross:report card rating of traits
:check:MBO is a
means of managing what employees should do while behavioral ratings are a means of helping them
see how they should do it.
:check:“360 degree” feedback questionnaire distributed to boss, peers, and
subordinates connected to
effective performance.
Uncoupling evaluation and development
interviews: focused on evaluation and the other on coaching and development
Eliminating the performance appraisal system
good performance is mostly a function of the organizational
not the formal appraisal system
Supervisor-Subordinate Relations
appraisal interview is merely a review of
issues that have already been discussed
relationship of mutual trust and supportiveness exists, subordinates are more apt to be open in
discussing performance problems and less defensive in response to negative feedback.
The Appraisal Interview
The tell-and-sell method
(a) to let the subordinates know how they are doing, (b) to gain their acceptance of the evaluation,
and (c) to get them to follow the manager’s plan for improvement
supervisors are
in complete control
communicate to employees their
evaluation as accurately as possible
The tell-and-listen interview
communicate the
evaluation to the subordinate and then let him or her respond to it.
:<3:supervisor encourages the subordinate to
disagree, to release any negative feelings
(a) listen
actively—accepting and trying to understand the employee’s attitudes and feelings; (b) make effective
use of pauses—waiting patiently without embarrassment for the subordinate to talk; (c) reflect feelings—
responding to and restating feelings in a way that shows understanding of them; and (d) summarize
feelings—helping subordinates understand themselves.
RESULT: better understanding
The problem-solving interview
takes the manager out of the role of judge
and puts him or her in the role of helper.
“Can this plan of yours deal with an emergency situation, in case one arises?”
· “Would you have other people at your level participate in the plan?”
· “What kinds of problems do you anticipate in a changing market?”14
eliminates defensiveness
The mixed-model interview
Scheduling.
Agreeing on content.
Agreeing on process.
Location and space.
Opening the interview.
Starting the discussion.
Exchanging feedback.
being specific
Active listening
The manager’s views.
Developing a plan for improvement.
Closing the discussion.
what the future might
hold for the individual
Open-ended discussion and
exploration of problems.
The subordinate leads
and the supervisor Iistens.
Problem-solving Interview.
The subordinate leads; but
supervisor takes somewhat
stronger role.
Agreement on
performance problems
and a plan for
improvements needed.
The supervisor summarizes
his or her views using
Tell-and-Listen
or Tell-and-Sell
methods lf the
subordinate has
not dealt with
Important issues
Guidelines for Assessing the Effectiveness of an Interview
At the Beginning:
Did the supervisor create an open and accepting climate?
Was there agreement on the purpose and process for the interview?
Were both parties equally well prepared?
During the Interview:
To what extent did the supervisor really try to understand the employee?
Were broad and general questions used at the outset?
Was the supervisor’s feedback clear and specific?
Did the supervisor learn some new things— particularly about deep feelings and
values of the subordinate?
Did the subordinate disagree and confront the supervisor?
Did the interview end with mutual agreement and understanding about problems
and goals for improvement?
Appraisal Outcomes:
Did the appraisal session motivate the subordinate?
Did the appraisal build a better relationship?
Did the subordinate come out with a clear idea of where he or she stands?
Did the supervisor arrive at a fairer assessment of the subordinate?
Did he or she learn something new about the subordinate?
Did the subordinate learn something new about the supervisor and the pressures
he or she faces?
Does the subordinate have a clear idea of what actions to take to improve
performance?
sum: barrier- avoidance on supervisor and defensiveness in the subordinate
