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Chapter 9 Management and Appraisal - Coggle Diagram
Chapter 9
Management and Appraisal
Performance Appraisal
Steps
Safe work standards
Assesses Performance
Provides Feedback to the Employee
Why?
used for pay, promotion and retention decisions
links performance management to company goals
manager can correct deficiencies
manager can reinforce strengths
training needs are identified
Who Should do the Appraising?
Peer Appraisals
Rating Committees
Self Ratings
Appraisal by Subordinates
360 Degree Feedback
Total Quality Management and Performance Appraisal
Cease Dependence
Continuous Improvement
Extensive Training
Drive Out Fear
Remove Barriers
Self Improvement
Defining the Employee's Goals and Performance Standards
Goals
Job Dimensions/Traits
Behaviors/Competencies
How to set effective goals
Assign specific goals
Assign measurable goals
Assign challenging but doable goals
Encourage participation
Appraising Techniques
Types
Graphic Rating Scale
Alternation Ranking
Paired Comparison
Forced Distribution
Critical Incident Method
Narrative Forms
Behavior Anchored Rating Scale
Mixed Standards Scales
Management by Objectives (MBO)
Computerized and Web Based
The software presents written examples to support part of the appraisal. Most such appraisals combine several appraisal tools, usually graphic ratings anchored by critical incidents.
Electronic Performance Monitoring
systems use computer network technology to allow managers to monitor their employees’ computers. They allow managers to monitor the employees’ rate, accuracy, and time spent working online
Errors and Problems
Dealing with Rater Errors/Appraisal Problems
Unclear standards
Halo Effect
Central Tendency
Leniency/Strictness
Recency Effects
The Need for Fairness
The Problem of Bias
Appraising Performance
Base the duties and criteria you appraise on a job analysis.
Communicate performance standards to employees in writing.
Using a single overall rating of performance is not acceptable to the courts, which often find doing so vague
Include an employee appeals process
One appraiser should never have absolute authority to determine a personnel action.
Document all information
Train supervisors
Appraisal Interview
How to Conduct the Interview
Prepare
Plan
Measure Success
Date to Complete
Coach
Guidelines to Conduct
Objective data
Don't get personal
Encouragement
Agreement
Handle Defensive Subordinate
Recognize behavior
Never Attack Defenses
Postpone Action
Recognize Limitations
Criticizing Subordinate
When necessary, criticize in a manner that lets the person maintain his or her dignity—in private and constructively
Formal Written Warning
to shake your employee out of his or her bad habits
to help you defend your rating to your own boss and (if needed) to the court
Use to Build Engagement
employees better understand their departments' contribution
employees experience psychological meaningfulness
experience psychological safety
managers are candid, but positive
involve employees in decision making
Performance Management
continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organization’s goals