Managing and Evaluating Performance

1
Managing and Evaluating Performance
2
Steps in Developing Performance Evaluation System

• Create a task-force that includes all levels in
  the organization
• Determine why you are evaluating performance
  (i.e., purpose or goal of system)
• Identify environmental and cultural variables
  that could affect the system
• Identify relevant criteria and source of ratings
• Determine methods for measuring criteria
• Train raters on use of the system
• Evaluate employees
• Provide feedback

3
Purpose of Performance Evaluations

• Employee Development 65
• Determine training needs
• Provide feedback
• Personnel decisions
• Raises (86)
• Promotions (45)
• Termination decisions (30)
• Research
• Legal or certification reasons

4
360º Feedback

• Downward - supervisor
• Upward subordinate
• Laterally peers
• Customers/Clients
• Self

5
Agreement among raters
6
What will the evaluations focus on?

• Traits or Attributes
• very subjective
• providing feedback is a challenge
• limited opportunity for employee to improve
• Behaviors
• Recommended approach
• More legally defensible than traits
• Results
• May not be relevant for position
• Sometimes beyond the control of employee

7
Behavioral Approach

• Critical incidents approach - requires managers
  to keep record of specific examples of effective
  and ineffective performance.
• Behaviorally anchored rating scales (BARS)
• Behavioral observation scales (BOS)

8
BARS example

• Skill, Competency, and Care
• in Using Equipment
• Acceptable - Safely and lawfully drives in
  pursuit drives defensively to routine calls and
  during proactive patrol
• Unacceptable - Fails to maintain control of
  vehicle or displays poor manipulative skills in
  lawful vehicle operation involved in preventable
  accidents

9
The Comparative Approach

• Ranking
• Simple ranking ranks from highest to lowest
  performer.
• Alternation ranking - crossing off best and worst
  employees.
• Forced distribution
• Employees are ranked in groups.

10
Task Contextual Performance

• Task job-specific behaviors including core job
  responsibilities
• Contextual non-job-specific behaviors
• Volunteering to do more than job
• Persisting with extra enthusiasm
• Helping cooperating with others
• Following organizational rules procedures
• Supporting defending organizational objectives

11
Types of Scales

• Graphic rating scales
• Behaviorally anchored rating scales (BARS)
• Behavioral checklists
• Forced-Choice rating scales
• Behavioral Observation Scale

12
Factors that Affect Performance Evaluation
Reliability

• Rating Errors leniency, severity, central
  tendency, halo, contrast
• Use of different standards by raters
• Sampling problems
• Recency
• Infrequent observation

13
Additional Factors Affecting Ratings

• Performance of Raters higher performers rate
  more accurately
• Job Knowledge of Raters - more knowledgeable
  more valid
• Consequences of ratings for employee rater

14
Training Raters

• Rater Error Training
• Rater Accuracy Training

15
Factors Affecting How Feedback is Received

• Source
• Credibility
• Power
• Message
• sign ( or -)
• consistency

• Recipient
• achievement orientation
• Self-esteem
• Locus of control

16
Legally Sound PE Systems

• Appraisal Criteria should
• be objective rather than subjective
• be job-related or based on job analysis
• be based on behaviors rather than traits
• be within the control of the ratee
• relate to specific functions, not global
  assessments
• be communicated to the employee

17
Legally Sound PE Systems

• Appraisal Procedures should
• be standardized and uniform for all employees
  within a job group
• be formally communicated to employees
• provide notice of performance deficiencies and of
  opportunities to correct them
• provide access for employees to review appraisal
  results
• provide formal appeal mechanisms that allow for
  employee input

18
Legally Sound PE Systems

• (cont.) Appraisal Procedures should
• use multiple, diverse, and unbiased raters
• provide written instructions and training for
  raters
• require thorough and consistent documentation
  across raters that includes specific examples of
  performance based on personal knowledge
• establish a system to detect potentially
  discriminatory effects or abuses of the system
  overall