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Gathering Performance Information - Coggle Diagram
Gathering Performance Information
Characteristics of Appraisal Forms
there is no such thing as a universally correct appraisal form.
emphasize competencies and ignore results +developmental purposes only and not for administrative purposes
there are
certain desirable features that make appraisal forms particularly effective
Simplicity
Relevancy
Descriptiveness
Adaptability
Comprehensiveness
Definitional clarity
Communication
Time orientation
Determining Overall Rating
After the form has been completed, there is usually a need to compute an overall performance score => necessary for making administrative decisions such as the
allocation of rewards
Two main strategies
judgmental (considering every aspect of performance and then arriving at a defensible summary)
mechanical (the scores assigned to each section of the appraisal form and then adding them up to obtain an overall score)
Appraisal Period and Number of Meetings
choose to conduct an audit every 6 months or every quarte
Meetings
First meeting(system inauguration) : includes a discussion of how the system works and the identification of the requirements and responsibilities resting primarily on the employee and on the supervisor
the role of selfappraisal and the dates when the employee and supervisor will meet formally to discuss
performance issues
particularly important for new employees, who should be introduced to the performance management system as soon as they become members of the organization
second meeting (the self-appraisal) involves the employee’s assessment of herself
provides an opportunity for the employee to describe how she sees her own performance during the review period
third meeting (the classical performance review meeting) during which employee performance is discussed, includes both the perspective of the supervisor and that of the employee
fourth meeting (the merit/salary review) discusses what, if any, compensation changes will result from the period’s performance
fifth meeting (the development plan, discusses the employee’s developmental needs and what steps will be taken so that performance will be improved during
the following period
sixth and final meeting, objective setting, includes setting goals, both behavioral
and result oriented, regarding the following review period
A MODEL OF RATER MOTIVATION
Motivations for Rating Deflation
Teach a lesson
Send a message to employee
Shock employees
Build a written record of poor performance
Motivations for Rating Inflation
Encourage employees
Avoid creating written record
Maximize merit raise/rewards
Avoid confrontation with employees
Promote undesired employees out of unit
Make manager look good to his/her supervisor
Prevent Rating Distortion through Rater Training Programs
Rater Training Programs should cover
How to minimize rating errors.
Reasons for implementing the performance management system.
How to identify and rank job activities.
How to train, counsel, and coach.
How to observe, record, and measure performance.
Information on the appraisal form and system mechanics.
How to conduct an appraisal interview.
Appraisal forms
combine components
Developmental needs, plans, and goals
future oriented
specific goals and timetables in terms of employee dev.
Stakeholder input
be filled out by other stakeholders e.g. customers w/ whom employee interacts
Developmental achievement
extent to which dev. goals set for review period have been achieved
Employees comments
reactions and comments provided by employee being rated
Major achievement and contributions
list 2-3 major accomplishments of individual
Signatures
a section in which employee being rated, the rater, and the rater's supervisor provide signatures to show they have seen and dicussed
Competencies and indicators
adopt behavior approach
Accountabilities, objectives, and standards
name and description of each accountability
objectives agreed upon by manager and employee
extent to which objectives have been achieved
Basic employee information
job title, division, department emplyee number, pay grade, salary classification,...
dates of evaluation period, the reason of appraisal,...
WHO SHOULD PROVIDE PERFORMANCE INFORMATION?
Peers
“teamwork” at the senior and middle management levels, with the belief that successful teamwork is crucial to change management initiatives
Subordinates
are a good source of information regarding the performance of their managers.
Supervisors
They are in the best position to evaluate performance in relation to strategic organizational goals
Self
self-appraisals are an important component of any performance management system
Customers
provide yet another source of performance information
Disagreement Across Sources: Is This a Problem?
is not necesarily
behavior indicators for the same competency may vary across sources
behaviors and results to be rated must be defined clearly -> biases are minimized
no need to come up w/ 1 overall conclusion regarding the employees/ per.
it is important that employee receive informaton on performance was rated by sources used
feedback is broken down by source
employee can place particular attention + effort on interations involving source that has detected per. deficiencies
Disagreement is found
a decision must be ragarding the relative importance of the rating provided by each source