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CHAPTER 7: Implementing a Performance Management System - Coggle Diagram
CHAPTER 7: Implementing a Performance Management System
7.5. Pilot Testing
evaluations are not recorded in employee files
the system is implemented in its entirety from beginning to end,
in meetings between employees & supervisor:
gathering performance data,
design developmental plans,
provide feedback
7.1. Preparation: Communication, Appeals Process, Training Programs, and Pilot Testing
Training programs for raters.
Pilot testing program to identify and fix any initial problems.
Communication plan regarding performance management system, including an explanation of the appeals process.
Ongoing monitoring and evaluation of the PM process to identify additional problems and show benefits.
7.2. Communication Plan
What’s in it for me? The answer describes the benefits of implementing PM for all those involved.
How does it work?
How does PM fit into our strategy? The answer provides information about the relationship between PM an strategic planning.
What are our roles and responsibilities?
What is Performance Management (PM)?
How does PM relate to other initiatives? The answer provides information about the relationship between PM and training, promotion, and succession planning.
7.3. Appeals Process
Level 1 (Level A appeal)
HR department serves as a mediator
between the employee and the supervisor
Level 2 (Level B appeal)
Supervisor/employee does not belive/accept the HR decision
7.7. Online Implementation
Online tools to facilitate implementation
_ E-mail
_ Electronic newsletters
_ Websites
_ Appeal filing
_ Training programs
_ Pop-up reminders
7.4. Training Programs for the Acquisition of Required Skills
7.4.1. Rater error training
Unintentional
Contract error
Similar to me error
Halo error
Primacy error
Recency error
Negativity error
First impression error
Spillover error
Stereotype error
Atribution error
Intentional
Severity error
Central tendency error
Leniency error
7.4.2. Frame of Reference(FOR) Training
Step 1:
Raters will evaluate performance 3 employees on 3 separate performance demensions
Step 2:
given & instructed to read appraisal form as the trainer
Step 3
: trainer discusses various employee behaviors that illustrate various performance levels for each rating scale included in the form
Goal: create a
common performance theory (frame of reference) among raters-> agree on the appropriate performance dimension and effectiveness level for
different behaviors
Step 4
: show a videotape of a practice vignette to participants
Step 5:
Ratings provided by each participant are shared with the rest of the group and
discussed
Step 6:
The trainer provides feedback to participants
7.4.4 Self-Leadership Training
Self-leadership (SL) training
Identify or develop more functional and constructive beliefs and assumptions,
self-verbalizations, and mental images to substitute
Substitute the more functional thinking for the dysfunctional thoughts experienced in actual situations
Analyze the functionality and constructiveness of the beliefs, self-talk, and imagery
patterns uncovered in step 1
Continue monitoring and maintaining beliefs, self-verbalizations, and mental
images over time
Observe and record existing beliefs and assumptions, self-talk, and mental
imagery patterns
Self-efficacy training for raters
Raters engage in a follow-up discussion of the specific behaviors observed in the
videotape that contributed to the meeting’s success
Raters participate in a role-play exercise that requires providing feedback to an employee
Raters watch a videotape of a vicarious success experience
7.4.3 Behavioral Observation Training
This support helps the evaluator to record a preset number of behaviors per performance dimension
Using these aids helps the evaluator to increase the sample of incidents observed and recorded during the audit phase
The raters are shown how to use observation aids such as notes or diaries
Memory aids are beneficial because memory-only ratings can be distorted due to factors such as friendship bias and the duration of the reviewer/follower relationship
7.6. Ongoing Monitoring and Evaluation
When system is implemented, decide:
_ How to evaluate system effectiveness
_ How to measure implementation
_ How to measure results
Evaluation data to collect:
_Reactions to the system
_ Assessments of operational and technical requirements
_ Effectiveness of performance ratings
Indicators to Consider:
_ Number of individuals evaluated
_ Distribution of performance ratings
_ Quality of information
_ Quality of follow-up actions
_ Quality of performance discussion meetings
_ System satisfaction
_ Cost-benefit ratio or return on investment (ROI)
_ Unit-level and organization-level performance