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Performance Management: Appraisal and Coaching

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Ratings are based on traits or characteristics of the job incumbent ... We'll practice using information about an employee to appraise his performance ... – PowerPoint PPT presentation

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Title: Performance Management: Appraisal and Coaching


1
Performance Management Appraisal and Coaching
2
Performance Appraisal
  • In this session well cover
  • Purposes of appraisal
  • Methods of appraisal
  • Overcoming rater biases and legal issues
  • Improving performance appraisals

3
Purposes for Appraisal
  • Appraisal of employees performance is used for
  • Salary decisions
  • Promotion decisions
  • Correcting performance deficits
  • Career development plans

4
Methods of Appraisal
  • Graphic or Trait Rating Scales
  • Ratings are based on traits or characteristics of
    the job incumbent
  • Examples Dependability, Honesty, Team
    Player, Job Knowledge, etc.
  • Ratings are usually on a Likert-type scale (1-5)
  • Usually the least helpful or accurate

5
Methods of Appraisal
  • Forced Distribution Method
  • Just like a bell curve in academia
  • Categories are just like in Trait Scales
  • Difficult for supervisors to use and VERY
    difficult to justify to employees
  • Standards for ratings have to be crystal clear in
    order to work properly

6
Methods of Appraisal
  • Behaviorally Anchored Rating Scales (BARS)
  • Provides concrete examples for the desirable,
    acceptable, and unacceptable behaviors
  • Very easy to use for supervisors, and valid to
    employees
  • Legally defensible
  • Expensive and time-consuming to develop

7
Methods of Appraisal
  • Management By Objectives (MBO)
  • Based on achievement of goals/objectives
  • Feedback is given frequently over the
    goal-setting period
  • Adjustments are made to the goals and time tables
    as feedback is given
  • Rewards are typically given for meeting goals
  • Problem setting low, unchallenging goals

8
Methods of Appraisal
  • 360 ? Feedback
  • Method uses multiple raters (e.g., supervisor,
    peers, subordinates, customers) to gather
    feedback on those aspects of performance
    well-known to the rater
  • All information is compiled into one feedback
    report that is presented to the employee
  • A self-improvement plan is developed to overcome
    weaknesses and capitalize on strengths
  • Usually used for development generally not used
    for salary increases because of political reasons

9
Rater Biases
  • Unclear standards
  • Halo Error
  • Central Tendency Error
  • Leniency/Strictness Errors
  • Stereotyping Error
  • Recency/Primacy Errors

10
Improving Appraisals
  • Train supervisors/raters on the biases
  • Develop job-specific appraisals
  • Use both objective and subjective information
  • Give frequent performance feedback, rather than
    just an annual review
  • Always put formal appraisals in writing

11
Performance is NOT Just A Person Issue
  • Organizations have to realize that some of the
    responsibility for employees performance lies in
    system issues
  • Information
  • Resources
  • Incentives
  • Individual employees are held responsible for
  • Skills and knowledge
  • Capacity
  • Motivation

12
Next Time.
  • Well practice using information about an
    employee to appraise his performance
  • Well discuss problems, concerns, and issues you
    might have in conducting such an appraisal
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