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Performance Appraisal (Goals of performance appraisal (Conflicting between…
Performance Appraisal
Ambivalent
A useful tool for employees’ performance and organization’s effectiveness
A danger to the relationship between managers and employees when it is negative
Definition
Appraisal system
Used by managers
Causes many issues
Appraisal process
Interpersonal process between managers and subordinates
The focus of the reading
Goals of performance appraisal
The organization goals
A major tool to change individual behavior
Evaluation goals
Feedback to employees
For pay and promotion decisions
For discharge and retention decisions
Coaching and development goals
Consult and coach
Develop commitment
Motivate subordinates
Strengthen relationship
Address issues
The individual goals
Conflicting goals
Want honest feedback to improve
Want the feedback to match self-image
Otherwise beautify themselves
Conflicting between organization and individual goals
Organization: hope individuals accept negative feedback and keep improving
Individual: hope positive feedback and rewards
Problems
Ambivalence
Supervisors and Subordinates
Avoidance
No real or shallow appraisal
Judge and defensiveness
Managers need to judge employees’ performance
Employees feel defensive
The worst issue
Combine avoidance and defensiveness
Solutions
Appraisal system
Uncoupling evaluation and development
Proper appraisal data
More specific
Upward appraisal
Open two-way dialogue
rate-your-boss forms
Eliminate the system
Supervisor-subordinate relation
Mutual trust
Appraisal process
The tell-and-sell method
Supervisors domain
The tell-and-listen interview
Open to disagreement
The problem-solving interview
Help self-examination
The mixed-model interview
From open-ended problem-solving interview to the tell-sell method
Ten steps to implement
Assess the whole process by asking questions
Be influenced by
Appraisal system
Appraisal process
Boss-subordinate relation