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CHAPTER 11: PERFORMANCE APPRAISAL (STRATEGIES FOR BETTER UNDERSTAND AND…
CHAPTER 11: PERFORMANCE APPRAISAL (STRATEGIES FOR BETTER UNDERSTAND AND MEASURING JOB PERFORMANCE)
STRATEGY 1: IMPROVE APPRAISAL FORMATS
Types of formats
Alternation ranking -Raters are better at ranking people at extreme ends of the distribution. Raters are asked to indicate the best employee and then worst employee
Paired -comparison ranking -Forcing raters to make ranking with judgement about discrete pairs of people
Straight ranking -employees are ranked relative to each other
Evaluating Performance Appraisal Formats
Five Dimensions:
-Employee development potential
-Administrative ease
-Personnel research potential
-Cost
-Validity
Five main characteristics:
-Employee development criterion
-Administrative criterion
-Personnel research criterion
-Cost criterion
-Validity criterion
STRATEGY 2: SELECT THE RIGHT RATERS
Self as raters
-Done by someone who has the most complete knowledge about the ratee's performance
-More lenient and possibly more unreliable that rating from other sources
-Firms are asking employees to rate themselves as the first step in appraisal process
Subordinates as raters
See their strengths and their weaknesses as a leader and to modify their behavior
Supervisors as raters
-Supervisors assign what work employees are to perform
-Supervisors frequently have considerable prior experience in rating employees
Peers as raters
-Work closely with the ratee and probably have an undistorted prospective of typical performance, particularly in group assigments
STRATEGY 3: UNDERSTAND HOW RATERS PROCESS INFORMATION
Rating Process:
The rater observes the behavior of a rate.
The rater encodes the behavior as part of a total picture of the ratee.
The rater stores this information in memory
The rater reviews the performance dimensions and retrieves stored observation/impression to determine their relevance to the performance dimensions
Errors in Rating Process
:
Common errors in appraising performance : guilt, embarassment about giving praise, taking things for granted, not noticing good or poor performance, the hallo effect, dislike of confrontation and spending too little time on preparation of the appraisal
Errors in storage and recalls : The raters stores information in the form of traits, a rater may remember events that didnt actually occus and memory decay. the longer the delay, the less accurate the rating.
Errors in the actual evaluation: Supervisors humiloate perfromance to send a signal to employee and they tend to weight negative attributes more heavily than positive attributes
STRATEGY 4: TRAINING RATERS TO RATE MORE ACCURATELY
Extensive practice and feedback sessions
Longer training program
Individualize or small group discussion sections
Performance dimension training and performance standard training
Straightforward lecturing to ratee
Reduce halo effect errors and improve accuracy