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Implementing a Performance Management System - Coggle Diagram
Implementing a Performance Management System
Training programs for the aquisition
Rate error training
Similar to me error
Contrast error
Leniency error
Severity error
Central tendency error
Central tendency error
...
Frame of Reference training
Raters are told that they will evaluate the performance of three employees on three separate performance dimensions.
Raters are given an appraisal form and instructed to read it as the trainer reads aloud the definition for each of the dimensions and the scale anchors.
The trainer discusses various employee behaviors that illustrate various per- formance levels for each rating scale included in the form. The goal is to create a common performance theory (frame of reference) among raters so that they will agree on the appropriate performance dimension and effectiveness level for different behaviors.
Participants are shown a videotape of a practice vignette, including behaviors related to the performance dimensions being rated, and are asked to evaluate the employee’s performance using the scales provided.
Ratings provided by each participant are shared with the rest of the group and discussed. The trainer seeks to identify which behaviors participants used to decide on their assigned ratings and to clarify any discrepancies among the ratings.
The trainer provides feedback to participants, explaining why the employee should receive a certain rating (target score) on each dimension, and shows discrepancies between the target score and the score given by each trainee.
Behavioral observation training
Designing an SL training programs
Observe and record existing beliefs and assumptions, self-talk, and mental imagery patterns. For example, what are the beliefs about the performance man- agement system? How do managers visualize their role in the performance management system? Do they believe they have the capacity to observe and record performance accurately?
Analyze the functionality and constructiveness of the beliefs, self-talk, and imagery patterns uncovered in step 1. For example, are the beliefs about the system detri- mental to the system’s expected success?
Identify or develop more functional and constructive beliefs and assumptions, self-verbalizations, and mental images to substitute for dysfunctional ones; for example, develop images of employees being satisfied, as opposed to defensive and confrontational, after receiving performance feedback from their supervisors.
Substitute the more functional thinking for the dysfunctional thoughts experi- enced in actual situations. For example, more constructive assumptions, ways of talking to oneself, and mental images of the likely outcome of a performance discussion with an employee can be worked out and written down on paper.
Continue monitoring and maintaining beliefs, self-verbalizations, and mental images over time.
Self-Leadership training
Behavioral observation (BO) training is another type of program implemented to minimize unintentional rating errors. BO training focuses on how raters observe, store, recall, and use information about performance. Fundamentally, this type of training improves raters’ skills at observing performance.
Preparations
Pilot testing
Pilot testing the system before it is instituted fully is useful because it allows potential problems and glitches to be discovered and corrective action to be taken before the system is put in place.
Pilot testing consists of implementing the entire system, including all of its components, but only with a select group of people.
Results are not recorded in employees’ records. Instead, the goal is that the people participating in the pilot test provide feedback on any possible problems and on how to improve the system
Appeals process
Two types of issues
Administration
Judgmental
the inclusion of an appeals process increases perceptions of the system as fair.
The inclusion of an appeals process is important in gaining employee acceptance for the performance management system
Communication
Minimize the negative impact
Say it, and then say it again
Use credible communicators
Use multiple channels of communication
Put in writing
Provide facts and consequences
Strike first
Understanding employee needs
Involve employees
Ongoing monitoring and evaluation
Quality of information
Quality of follow-up actions
Quality of performance discussion meeting
System satisfaction
Overall cost/benefit ratio or return on investment (ROI).
Unit-level and organization-level performance
Online implemention