Please enable JavaScript.

Coggle requires JavaScript to display documents.

Performance mgmt: CONTINUOUS process of IDENTIFYING, MEASURING &…

- - - - Preparation: GATHER info (JD, emp performance goals, job history,observations)
      - Evaluation: use info gathered & rate OBJECTIVELY & FAIRLY
      - Documentation: record observations about emp job performance based on FACTS
    - - Schedule early
      - Agree on content: give emp a copy of PA form for SELF appraisal
      - Choose PRIVATE location
  - - - Appraiser attitude: be WELCOMING = help put emp AT EASE
    - - Let emp discuss SELF appraisal 1st
      - AVOID controlling conversation
      - Ask PROBING qns to understand emp perspective & assessment
      - Give feedback: start with '+'ive
      - Address performance prob
        
        be specific
        
        explain reason for gap in performance
        
        make sure emp understand gap
        
        ask for emp comments
      - Listen attentively
    - - encourage participation
      - get emp commitment
    - - SUMMARISE by REINFORCING '+'ive performance & on improvements needed & follow up actions
  - - - according to org strategic goals
      - SMART: Specific, Measurable, Attainable, Relevant, Timely
    - - 4 common source: personal observation, stats & oral & written reports
      - Appraiser have to be OBJECTIVE & eval. based on FACTS
    - - Communicate & discuss results [1-1]
    - - ↑ performance/transfer
    - - Identify diff & explain if it's ACCEPTABLE against standards
  - - - Forced choice
        
        make FORCED choice between avail. characteristics of emp
        
        Ad: NO personal bias
        
        Disad: INACCURATE statement
      - Essay
        
        write STATEMENTS about emp (strength & weakness)
        
        Ad:DETAILED eval.
        
        Disad: emp take too '-'ive/ '+'ive
      - Graphic rating scale
        
        performance rated against SCALE
        
        Ad: easy to use
        
        Disad: score INFLATION
      - Critical incident appraisal
        
        identify & describe SPECIFIC incidents where emp do well/need improvement
        
        Ad: eval. based on ACTUAL performance & rating supported, EASY feedback, ↓ recency effect
        
        Disad: prioritise '-'ive incidents, too much feedback = like punishment
      - Behaviorally anchored rating scale (BAR) [norm not used]
        
        Combi of TRADITIONAL rating scales & critical incident
        
        Ad: ↓ biased responses, focus on SPECIFIC & OBSERVABLE behaviors
        
        Disad: time consuming, complicated
    - - Paired comparison
        
        all emp in a group RANKED according to OVERALL performance, based on SINGLE criteria
        
        Ad: MOTIVATE emp to move higher
        
        Disad: lack of harmony
      - Group order ranking
        
        position emp into CLASSES
        
        Ad: easy to find BEST & WORST emp
        
        Disad: if diff comparison factors then cant compare between diff group
      - Indi ranking
        
        rate indi & rank into 1 category(excellent, good, poor)
        
        Ad: provide RECOGNITION for TOP emp
        
        Disad: hard to remain objective when comparing
    - - 6 steps
        
        1: Initial meeting
        
        manager inform emp FUTURE directions & org, dept goals
        
        2: Draft objectives
        
        emp propose goals
        
        3: Review & approval by manager
        
        5: Periodic review
        
        manager monitor progress regularly
        
        chance to discuss, consult & solve prob
        
        6: PA
        
        review achievement of goal
        
        4: Action planning
        
        emp come up with action plan
      - Ad: suggestion for improvement is from ALL level of mgmt
      - Disad: some raise goals so if too high = emp frustrated