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Performance Management (Sources of info (managers- might not be possible…
Performance Management
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Step 1: Define performance outcomes
Step 2: Develop employee goals, behaviours & actions
Step 3: Provide support and ongoing performance discussion
Step 4: Evaluate performance
Step 5 : Identify improvements needed
Step 6: Provide consequences for results
Purposes
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Administrative- info for decision regarding pay,salary,benefits recognition programs, termination, hiring and layoffs
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Measuring performance
Rankings
Not valid, not able to define what is good and bad, fairness issue
Simple or Alternation ranking-decide who is best,worst,2nd best, 2nd worst
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inaccurate and hurt morale
not linked to organisation goals
time consuming
doesn't give feedback for improvement
Rating Attributes
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mixed standard scale
statements for high,medium & low
accumulate points and tally
Rating behaviours
critical-incident method- keep record of times employees acted in effective ways
incidents may be unique, cannot compare to others
requires effort to log daily
BOS
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BARS- statement for high performance agreed by experts
improves reliability but bias's managers memory
Organisational Behaviour Modification (OBM)- define behaviour,measure, inform them of goals, provide feedback and reinforcement. Acceptance & reliability & validity but different to do for complex jobs where there may be more than 1 way to results
measuring results
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TQM- feedback from managers, peers & customers
feedback on work processes
Sources of info
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Subordinates- reluctant to give negative feedback
employers end up focusing on employee satisfaction at expense of productivity
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Rating errors
rate people like ourselves higher
halo and horn effect
contrast error- comparing with others
distributional errors- leniency,strictness, central tendency
Lack of ability- coaching,training, feedback or restructure job
lack of motivation- demo fairness, positive feedback, referral to counselling/stress management