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CHAPTER 9: PERFORMANCE & APPRAISAL - Coggle Diagram
CHAPTER 9: PERFORMANCE & APPRAISAL
Performance Appraisal Process Step
Assesses performance
Provides feedback to the employees
Sets works standards
Why Appraise?
Links performance management to company goals
The manager can correct deficiencies and reinforce strengths
Used for pay, promotion, and retention decisions
With appraisals employee’s can review career plans
Training needs are identified
Who should appraise?
Self Ratings
Subordinates
Rating committees
360 degree feedback
Peer appraisals
Techniques for Appraising Performance
Critical Incident method
Narrative forms
Forced distribution
Behaviour anchored rating scale
Paired Comparison
Mixed standard scale
Alternation ranking
Management by Objectives (MBO)
Graphic Rating Scale
Conversation days
Appraisal in practice
Potential Appraisal Problems
Central tendency
Leniency or Strictness
Halo effect
Recency effects
Unclear Standards
How to Conduct Appraisal Interview (an interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths)
Date to complete
Plan
Coach
Measure Success
Prepare
Guidelines Conducting Appraisal Interview
Dont get personal
Encouragement
Objective data
Agreement
Handling Defensive Subordinate
Never attack defenses
Postpone action
Recognize behaviour
Recognize limitation
Total Quality Management and Performance Appraisal
Remove barriers
Drive out fear
Extensive training
Self improvement
Continuous improvement
Cease dependence
Performance Management (the continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organization’s goals.)