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CHAPTER 6: GATHERING PERFORMANCE INFORMATION - Coggle Diagram
CHAPTER 6:
GATHERING PERFORMANCE INFORMATION
6.1. Apprisal Forms
Major Components of Appraisal Forms
_ Basic Employee Information
_ Accountabilities, Objectives, and Standards
_ Competencies and Indicators
_ Major Achievements and Contributions
_ Developmental Achievements
_ Development Needs, Plan & Goals
_ Stakeholder Input
_ Employee Comments
_ Signatures
6.2. Characteristics of Appraisal Forms
Desirable features of all appraisal forms
Adaptability
: allow managers in different functions and departments to adapt them to their particular needs and situations.
Comprehensiveness
: all major areas of performance for a particular position for the entire review period
Descriptiveness
: raters provide evidence of performance regardless of the performance level.
Definitional clarity
: Desirable competencies and results are clearly defined for all raters so that everyone evaluates the same attributes.
Relevancy
: information related directly to the tasks and responsibilities.
Communication
: successfully communicated to all people participating in the evaluation process.
Simplicity
: easy to understand, easy to administer, quick to complete, clear and concise.
Time orientation
: help clarify expectations about performance. They address not only the past but also the future.
6.3. Determining Overall Rating
Two main strategies
The judgmental
: procedure consists of considering every aspect of performance and arriving at a defensible summary.
The mechanical
: procedure consists of first considering the scores assigned to each section of the appraisal form and adding them up to obtain an overall score.
6.7. Preventing Rating Distortion Through Rater Training Programs
Rater Training programs have the overall objectives of providing raters with tool that will allow them to implement the performance management system effectively and efficiently
Training programs may cover these topics
Reasons for implementing the performance management system
How to identify and rank job activities
How to observe, record, and measure performance.
Information on the appraisal form and system mechanics
How to minimize rating errors
How to conduct an appraisal interview
How to train, counsel, and coach
6.4. Appraisal Period and Number of Meetings
How long should the appraisal period be?
Organizations with a PM system typically conduct an annual review. However, other organizations choose to conduct semiannual or quarterly reviews.
Annual reviews may not provide sufficient opportunity for the supervisor and employee to discuss performance issues in a formal setting.
When is the best time to completed the review?
On or Around each Employee’s Anniversary date
Supervisor doesn’t have to fill out appraisal forms for all employees at the same time.
Rewards cannot be tied to the organization’s fiscal year.
Toward the End of the Organization’s Fiscal year
Rewards can be tied to the organization’s fiscal year.
Goals tied to corporate goals.
Having to complete all the appraisals at the same time may be a burden to the supervisor.
Six Types of Formal Meetings Between the Supervisor and the Subordinate (Can Be Combined)
System Inauguration
Self-Appraisal
Classical Performance Review
Merit/Salary Review
Objective Setting
6.5. Who Should Provide Performance Information?
Subordinates
Self
Peers
Customers
Supervisors
6.6. A Model of Rater Motivation
Rating behaviors are influenced by:
Motivation to provide accurate rating
motivation to distort rating
Raters may be motivated to distort performance information
and provide inflated or deflated ratings
Providing inflated ratings to
Maximize the merit raise/rewards.
Encourage employees
Avoid creating a written record
Avoid confrontation with employees
Make the manager look good to his/her supervisor
Promote undesired employees out of unit
Providing deflated ratings to
Shock an employee
Teach a rebellious employee a lesson
Send a message to the employee that he should consider leaving
Build a strongly documented, written record of poor performance