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