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CHAPTER 9: PERFORMANCE MANAGEMENT AND APPRAISAL - Coggle Diagram
CHAPTER 9: PERFORMANCE
MANAGEMENT AND APPRAISAL
Performance appraisal process steps
Sets work standards
Assesses performance
Provides feedback to the employee
Appraisal Interview
an interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths
How to conduct?
Prepare
Plan
Measure Success
Date to Complete
Coach
Guidelines to conduct
Objective Data
Don't get personal
Encouragement
Agreement
How to handle a defensive subordinate?
Recognize behaviour
Never attack defenses
Postpone action
Recognize limitations
Who should do the appraising?
Peer appraisals
Rating Committees
Self Ratings
Appraisal by Subordinates
360-Degree Feedback
Why appraise performance?
Training needs are identified
Manager can correct deficiencies and reinforce
strengths
Used for pay, promotions and retention decisions
Links performance management to company goals
Employee can review career plans
Defining employee's goals and performance
standards
Goals
Job dimensions or traits
Behaviours or competencies
Performance Management
Continuous process of identifying, measuring, and
developing the performance of individuals and teams and aligning their performance with the organization's goals
Total Quality Management and Performance
Appraisal
Cease dependence
Continuous improvement
Extensive training
Drive out fear
Remove barriers
Self improvement
Techniques for appraising performance
Graphic Rating Scale
Alternation Ranking
Paired Comparison
Forced Distribution
Critical Incident Method
Narrative Forms
Behavior Anchored Rating Scale
Mixed Standard Scales
Management by Objectives (MBO)
Computerized and Web-Based Performance Appraisal
Electronic Performance Monitoring
Additional techniques
Conversation Days
Appraisal in Practice
Potential Appraisal Problem
Unclear standards
Halo Effect
Central Tendency
Leniency or Strictness
Recency Effects