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Conducting a Performance Appraisal Interview Concept Map by Amanda…
Conducting a Performance Appraisal Interview
Concept Map by Amanda Newton
What is Performance Appraisal and Why is it a Problem?
"The evaluation of individual performance in an inevitable part of organizational life.".........kind of negative from the get get.........
Formal and Informal Appraisal systems
Appraisals become a part of an individual's formal record with the organization and are used to make decisions about pay or career.
Are there ways for employees to respond to performance reviews? Are there other measures used to analyze future pay/career movement? Can there be an appeal of a performance appraisal?
Reasons for Having a Performance Appraisal System
Source of data needed for manpower planning
Means of influencing employee performance
Fulfilling the moral obligation of letting people know where they stand
Protection against legal suits by employees who have been fired and/or demoted
Managers and subordinates are ambivalent about performance appraisals and tend to avoid or underplay dealing with the negative aspects of this procedure.
Why ignore something that bothers you? Is this the only way to conduct employee recognizance?
Paper Goal
"In this note we will try to explore some of the reasons why managers and subordinates have difficulties with performance appraisal and some ideas about how these difficulties might be dealt with."
Will
not
address system design problems
"The focus will be on what we know about this process, the difficulties it presents, and how these might be overcome"
Is that okay? Doesn't personal experience (without systematic validation) automatically have some bias in how to problem solve or evaluate performance appraisals? It almost feels like the authors are narrowing their focus too much...
Goals of Performance Appraisal
Organizational Goals
Use information to hire, fire, promote, place.
Help track potential
HR responsible for coordinating these activities and performance appraisal systems.
Evaluation Goals
To give feedback to subordinates so they know where they stand.
To develop valid data for pay and promotion decisions &
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.
Is this true for public organizations where there records are public? Would an organization give honest feedback about why they fired someone or would they just leave no reason IF they knew their reasons were open for public comments?
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.
There are many goals in conflict
"The fact that different communication processes are required to achieve the conflicting goals of performance appraisal creates difficult problems for the manager."
Individual Employee Goals
Motivate
Point out where one needs to change
Help Grow and develop competence
"There are obvious conflicts between individuals' desire for personal development and their wish for rewards and feedback consistent with self-image."
Conflicting Individual and Organizational Goals
"The most significant conflict...is
between the individual and the organization
. The 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.
It [the organization] also wants individuals to be helpful in supplying this information.
"
"As long as individuals see the appraisal process as having an important influence on their rewards, their career, and their self-image, they will be reluctant to engage in the kind of open dialogue required for valid evaluation and personal development."
Problems in Performance Appraisal
Ambivalence and Avoidance
Feedback and Defensiveness
Avoidance and Defensiveness Combined
Nonevaluative Evaluation
Potential Solutions to Appraisal System
Uncoupling Evaluation and Development
Choosing Appropriate Performance Data
Upward Appraisal
Eliminating the Performance Appraisal System
Is this likely?
Supervisor-Subordinate Relations
Doesn't everything come back to this?!
The Appraisal Interview
The Tell-and-Sell Method
The Tell-and-Listen Interview
The Problem-Solving Interview
The Mixed-Model Interview
Scheduling
Agreeing on content.
Agreeing on Process.
Location and Space.
Opening the Interview.
Starting the Discussion
Exchanging Feedback
The Manager's Views.
Developing a Plan for Improvement.
Closing the Discussion
Guidelines for Assessing the Effectiveness of an Interview
(Look at Article for Question List)
At the Beginning
During the Interview
Appraisal Outcomes
