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Performance Appraisal Review (Mixed Model (review objectives of appraisal,…
Performance Appraisal Review
Goals of Appraisal
Individual's
feedback
rewards
psychological success/competence
Conflicting
eval vs devel
indv wants positive image, org wants to improve negatives
open dialogue vs. self promotion
Orginization's
track those w/ potential
influence behavior and performance
info and control
Evaluation Goals
feedback, data for pay, discharge/retention decisions, communicating these decisions
Coaching/Development Goals
devel future potential, devel commitment to org, motivate, strengthen relationships, diagnose problems
Problems in Appraisal
Feedback and Defensiveness
negativity while trying to est two-way dialogue
managers have to be judge and helper
Worst of All
mechanical, distant, general
Ambivalence and Avoidance
managers not trained for negative interpersonal conflict
want relationship of mutual trust
superiors are judge and jury
overall ambivalence about appraisals
want relationship of mutual trust
general statements about negativity, rather than specific issues
Non-Evaluation
both goals can't be fully achieved
Potential Solutions
The Relationship
feedback and coaching should be given on ongoing basis
build trust and communication outside of review
The Process
Tell and Listen
communicate and listen to response
role of non-directive counselor
listen actively, make effective pauses, reflect feelings to show understanding, summarize feelings to help indv understand their feelings
ay not give clear idea of standing or how to improve
Problem Solving
devel. joint plan for improvement
no provision for communicating supervisor's eval
role of helper, not judge
help employees examine themselves and encourage their initiative, asking questions to stimulate creativity
Tell and Sell
gain acceptance of eval
get buy-in for improvement plan
communicate eval as accurately as possible, fairness is assumed
can lead to defensiveness, alc of trust, lack of communication
The System
choose appropriate performance data
specific feedback and goals
don't use report card of goals
specific behavioral eval
separating counseling from evaluation
MBO manages what employees do, Behavioral Ratings help them see how to do it
peers and subordinates can provide data
try to balance power between supervisor and employee, supervisor can model constructive dialogue
Mixed Model
review objectives of appraisal
Start discussion - give employee the initiative to identify and solve problems
Location - neutral, correct spacing
Exchange Feedback - be specific, make assumptions explicity, listening should precede advocacy of own points
Agree on Process - sequencing of discussion
Manager's Views - major needs for improvements, major strengths
Agree on Content - use of systems
Develop Plan - employee lead w/ their thoughts, must be concrete, supervisor asks questions
Schedule - advance notice
Closing - what future may look like, where employee stands
Side Notes
Appraisal System - papers and procedures which managers use
Appraisal Process - interpersonal w/ back and forth communications and attempts to influence each other
natural tendency to underplay negatives
MBO - Management by Objectives: guide for setting objectives and checking on attainment
feedback/coaching should be immediate on day-to-day basis