Implementing a Performance Management System
Preparation
Communication Plan
Training Programs for the Acquisition of Required Skills
Rater Error Training
Frame of Reference Training
Behavioral Observation Training
Self-Leadership Training
Pilot Testing
is another type of program implemented to
minimize unintentional rating error
focuses on how raters observe, store,
recall, and use information about performance
improves raters’ skills at observing performance.
improve a rater’s confidence in her ability
to manage performance
behavioral standards
and emphasizes doing things for their intrinsic value
Designing an SL
training program involves the following steps
Observe and record existing beliefs and assumptions, self-talk
Analyze the functionality and constructiveness of the beliefs, self-talk, and imagery
dentify or develop more functional and constructive beliefs and assumptions,
self-verbalizations, and mental images to substitute for dysfunctional ones
Substitute the more functional thinking for the dysfunctional thoughts experienced in actual situations
Continue monitoring and maintaining beliefs, self-verbalizations, and mental
images over time
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allows for the identification and early
correction of any flaws before the system is implemented throughout the organization
all participants maintain records noting any difficulties they encountered, ranging from problems with the appraisal form and how performanceis measured to the feedback received
Ongoing Monitoring and Evaluation
Evaluation data to collect
When system is implemented, decide
How to evaluate system effectiveness
How to measure implementation
How to measure results
Assessments of operational and technical requirements
Effectiveness of performance ratings
Reactions to the system
Indicators to Consider
Distribution of performance ratings
Quality of infor, follow-up action, performance discussion meetings
Number of individuals evaluated
System satisfaction
Cost-benefit ratio or return on investment (ROI)
Unit-level and organization-level performance
Online Implementation
Online tools
Electronic newsletters
Wed sites
Emails
Appeal filing
Training programs
Pop-up reminders
Advantages
Easier to monitor unit-level and organization- level trends over time
Automation, speed up processes
The system can be linked to the other HR function: training, selection
Gather and disseminate infor faster and more effectively
RET programs typically include definitions of the most typical errors and a description of possible causes for those errors
Similar-to-me error
Contrast error
Leniency error
Severity error
Central tendency error
Halo error
Primacy error
Recency error
First impression error
Spillover error
Stereotype error
Attribution error
Negativity error
Frame of reference (FOR) training helps improve rater accuracy by thoroughly familiar- izing raters
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.
The trainer discusses various employee behaviors that illustrate various per- formance levels for each rating scale
Participants are shown a videotape of a practice vignette
Ratings provided by each participant are shared with the rest of the group and discussed
The trainer provides feedback to participants, explaining why the employee should receive a certain rating
successful implementation of PMS require
wide org. support and acceptance
clear understanding of benefits
clear understanding of systems works
successful communication plan must
implemented that will gain system acceptance
includes a description of the appeals process
preparation phase
rater are trained to obsserve + evaluate performance + give feedback
system should be tested
results of a pilot test
be used to fixx any glitches
monitor + evaluate system on an ongoing basis
determine whether it is working properly
what adjustments
good communication plans answers
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How is PM related to other initiatives?
What is PM?
What are my responsibilities?
Hơ does PM ift into our strategy?
How does it work?
What's in it for me?
3 types of bias that affect to communication plan
selective exposure
selective perception
selective retention
only to ideas w/ which we already agree
perceive a piece of infor what we would like it to mean, although it mean exact opposite
remember only those pieces of infor which we agree
Ways to minimize the negative impact of biases
Involve employees
Understand employee needs
Strike first
Provide facts and consequences
Put it in writing
Use multiple channels of communication
Use credible commmunicators
Say it, and the say it again
Appeals Process
gain employee acceptance for PMS
allow employees to understand
if there is a disagreement regarding performace ratings/ any resulting decisions
can be resolved in
nonretaliatory way
amicable way
increase perceptions of the system as fair
2 types of issues
jugmental
administrative
center on validity of performance evaluation
involve whether the policies + procedures were followed
HR Department serve as mediator btw employee and the supervisor
an appeal sent to HRD is
Level 1
Level A
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judge whether policies and procedures has been implemented correctly
hss good infor abt the various jobs
levels of performance excepted
levels of performance of other employees
gather the necessary facts + bring them to the atttention of the raters
encourage reconsideration of decision caused appeal/complainant
explain why there have been no biases/violations
suggest corrective action to supervisor/ employee that decision/procedures were correct
supervisor does not believe corrective action/ employee dóe not accept the HR acception
appeal continues
an outside and unbiases arbitrator makes a final + binding resolution
Level 2
Level B
panel reviews
review policy
researches precedents
interviews witnesses
asks questions
the case
Simply take a vote to make decision
the vote represents the final decision
is forwarded to a high level manager -> make final decision