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Transcript of © Farhan Mir 2008 IMS Human Resource Management MBA & BBA Performance Appraisal Lectures 19,20,21...
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© Farhan Mir© Farhan Mir
20200808 IMSIMS
Human Resource Human Resource ManagementManagement
MBA & BBAMBA & BBA
Performance AppraisalLectures 19,20,21
Course Lecturer: Farhan Mir
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20200808 IMSIMS
Performance Performance Management DefinedManagement Defined
The means through which managers ensure that employees’ activities and outputs are congruent with the organization's goals.
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20200707 IMSIMS
© Farhan Mir© Farhan Mir
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To provide information that can serve the organization’s goals and that complies with the law, a performance evaluation system must provide accurate and reliable data.
This is enhanced if a systematic process is followed.
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
The Performance Management The Performance Management ProcessProcess
Identify specific performance goals (organization’s strategy)
Establish job expectations (job analysis ==> performance measures)
Examine work performed
Evaluate performance
Give feedback to employee (interview)
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Performance Appraisal and Other HRM Performance Appraisal and Other HRM FunctionsFunctions
Performance appraisal Performance appraisal validates selection functionvalidates selection function
Performance appraisal Performance appraisal validates selection functionvalidates selection function SelectionSelectionSelectionSelection
Selection should produce Selection should produce workers best able to meet workers best able to meet job requirementsjob requirements
Selection should produce Selection should produce workers best able to meet workers best able to meet job requirementsjob requirements
Performance appraisal Performance appraisal determines training needsdetermines training needs
Performance appraisal Performance appraisal determines training needsdetermines training needs
Training and Training and DevelopmentDevelopment
Training and Training and DevelopmentDevelopment
Training and development Training and development aids achievement of aids achievement of performance standardsperformance standards
Training and development Training and development aids achievement of aids achievement of performance standardsperformance standards
Performance appraisal is a Performance appraisal is a factor in determining payfactor in determining pay
Performance appraisal is a Performance appraisal is a factor in determining payfactor in determining pay
Compensation Compensation ManagementManagement
Compensation Compensation ManagementManagement
Compensation can affect Compensation can affect appraisal of performanceappraisal of performance
Compensation can affect Compensation can affect appraisal of performanceappraisal of performance
Performance appraisal judges Performance appraisal judges effectiveness of recruitment effectiveness of recruitment effortsefforts
Performance appraisal judges Performance appraisal judges effectiveness of recruitment effectiveness of recruitment effortsefforts
RecruitmentRecruitmentRecruitmentRecruitmentQuality of applicants Quality of applicants determines feasible determines feasible performance standardsperformance standards
Quality of applicants Quality of applicants determines feasible determines feasible performance standardsperformance standards
Performance appraisal justifies Performance appraisal justifies personnel actionspersonnel actions
Performance appraisal justifies Performance appraisal justifies personnel actionspersonnel actions Labor RelationsLabor RelationsLabor RelationsLabor Relations
Appraisal standards and Appraisal standards and methods may be subject to methods may be subject to negotiationnegotiation
Appraisal standards and Appraisal standards and methods may be subject to methods may be subject to negotiationnegotiation
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Insufficient Insufficient reward for reward for
performanceperformance
Insufficient Insufficient reward for reward for
performanceperformance
Manager Manager lacks lacks
informationinformation
Manager Manager lacks lacks
informationinformationLack of Lack of
appraisal appraisal skillsskills
Lack of Lack of appraisal appraisal
skillsskills
Manager not Manager not taking taking
appraisal appraisal seriouslyseriously
Manager not Manager not taking taking
appraisal appraisal seriouslyseriously
Manager not Manager not preparedprepared
Manager not Manager not preparedprepared
Manager not Manager not being honest being honest
or sincereor sincere
Manager not Manager not being honest being honest
or sincereor sincere
Employee not Employee not receiving receiving ongoing ongoing feedbackfeedback
Employee not Employee not receiving receiving ongoing ongoing feedbackfeedback
Ineffective Ineffective discussion of discussion of
employee employee developmentdevelopment
Ineffective Ineffective discussion of discussion of
employee employee developmentdevelopment
Unclear Unclear languagelanguage
Unclear Unclear languagelanguage
Performance Performance appraisals fail appraisals fail
because…because…
Performance Performance appraisals fail appraisals fail
because…because…
Presentation Slide 8–2
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Who Should Evaluate the Who Should Evaluate the Employee?Employee?
Immediate supervisorRating by a committee of several supervisorsRating by the employee’s peers (co-workers)Rating by the employee’s subordinatesRating by someone outside the immediate work situationSelf-evaluationRating by a combination of approaches
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Performance AppraisalPerformance Appraisal
Appraisal ProgramsAppraisal ProgramsAppraisal ProgramsAppraisal Programs
AdministrativeAdministrativeAdministrativeAdministrative DevelopmentalDevelopmentalDevelopmentalDevelopmental
CompensationCompensationCompensationCompensation Ind. EvaluationInd. EvaluationInd. EvaluationInd. Evaluation
Job EvaluationJob EvaluationJob EvaluationJob Evaluation
EEO/AA SupportEEO/AA SupportEEO/AA SupportEEO/AA Support
Training Training Training Training
Career PlanningCareer PlanningCareer PlanningCareer Planning
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Methods for MeasurementMethods for MeasurementComparative
straight rankingstraight ranking
alternation rankingsalternation rankings
paired comparisonspaired comparisons
forced distributionforced distribution
Attributegraphic rating scalegraphic rating scale
mixed standard scalesmixed standard scales
forced choiceforced choice
essayessay
Behavioralcritical incidentscritical incidents
Behavioral ChecklistBehavioral Checklist
BARSBARS
BOSBOS
assessment centersassessment centers
ResultsProductivityProductivity
MBOMBO
TQMTQM
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Performance Evaluation Methods
Individual Evaluation Methods
Multiple-Person Evaluation Methods
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Individual Evaluation Methods
Graphic Rating Scale
Forced Choice
Essay Evaluation
Critical Incident Technique
Checklists and Weighted ChecklistsBehaviorally
Anchored Rating Scales
Behavioral Observation Scales
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Multiple-Person Evaluation Multiple-Person Evaluation MethodsMethods
RankingPaired
Comparison
ForcedDistribution
Management byObjectives
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20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Alternative Sources of Alternative Sources of AppraisalAppraisal
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
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20200808 IMSIMS
Sources of Performance Sources of Performance AppraisalAppraisal
Manager and/or SupervisorAppraisal done by an employee’s Appraisal done by an employee’s manager and reviewed by a manager one manager and reviewed by a manager one level higher.level higher.
Self-Appraisal Performance By the employee being evaluated, By the employee being evaluated, generally on an appraisal form completed generally on an appraisal form completed by the employee prior to the performance by the employee prior to the performance interview.interview.
Subordinate AppraisalAppraisal of a superior by an employee, Appraisal of a superior by an employee, which is more appropriate for which is more appropriate for developmental than for administrative developmental than for administrative purposes.purposes.
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Sources of Performance Sources of Performance AppraisalAppraisal
Peer AppraisalAppraisal by fellow employees, compiled Appraisal by fellow employees, compiled into a single profile for use in an interview into a single profile for use in an interview conducted by the employee’s manager.conducted by the employee’s manager.
Team AppraisalAppraisal, based on TQM concepts, Appraisal, based on TQM concepts, recognizing team accomplishment rather recognizing team accomplishment rather than individual performance.than individual performance.
Customer AppraisalAppraisal that seeks evaluation from both Appraisal that seeks evaluation from both external and internal customers.external and internal customers.
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Alternative Sources of Performance AppraisalAlternative Sources of Performance Appraisal
Supervisor
Subordinates
Peers
Team
CustomersSelf
Presentation Slide 8–4
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20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
The New Approach towards The New Approach towards Evaluation: from Single Vs. Evaluation: from Single Vs.
360-Degree Appraisal360-Degree Appraisal
The system is more comprehensive in that responses are gathered from multiple perspectives.
It may lessen bias/prejudice since It may lessen bias/prejudice since feedback comes from more people, not feedback comes from more people, not one individual.one individual.
Feedback from peers and others may Feedback from peers and others may increase employee self-development.increase employee self-development.
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
360-Degree Appraisal360-Degree AppraisalProblems
The system is complex in combining all The system is complex in combining all the responses.the responses.
Feedback can be intimidating and cause Feedback can be intimidating and cause resentment if employee feels the resentment if employee feels the respondents have “ganged up.”respondents have “ganged up.”
There may be conflicting opinions, There may be conflicting opinions, though they may all be accurate from though they may all be accurate from the respective standpoints.the respective standpoints.
Employees may collude or “game” the Employees may collude or “game” the system by giving invalid evaluations to system by giving invalid evaluations to one another.one another.
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Trait MethodsTrait Methods
Trait Trait MethodsMethods
Trait Trait MethodsMethods
Graphic Rating Graphic Rating ScaleScale
Graphic Rating Graphic Rating ScaleScale
Mixed Standard Mixed Standard ScaleScale
Mixed Standard Mixed Standard ScaleScale
Forced-ChoiceForced-ChoiceForced-ChoiceForced-Choice
EssayEssayEssayEssay
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
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20200808 IMSIMS
Trait MethodsTrait Methods
Graphic Rating-Scale MethodA trait approach to performance appraisal A trait approach to performance appraisal whereby each employee is rated whereby each employee is rated according to a scale of individual according to a scale of individual characteristics.characteristics.
Mixed-Standard Scale MethodAn approach to performance appraisal An approach to performance appraisal similar to other scale methods but based similar to other scale methods but based on comparison with (better than, equal to, on comparison with (better than, equal to, or worse than) a standard.or worse than) a standard.
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20200707 IMSIMS
© Farhan Mir© Farhan Mir
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Graphic Graphic Rating Rating Scale Scale With With Provision Provision For For CommentCommentss
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20200707 IMSIMS
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Trait MethodsTrait Methods
Forced-Choice MethodRequires the rater to choose from Requires the rater to choose from statements designed to distinguish statements designed to distinguish between successful and unsuccessful between successful and unsuccessful performance.performance.
Essay MethodRequires the rater to compose a Requires the rater to compose a statement describing employee behavior.statement describing employee behavior.
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20200707 IMSIMS
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Example Of A Mixed-Example Of A Mixed-standard Scalestandard Scale
HRM 3
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20200707 IMSIMS
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20200808 IMSIMS
Behavioral MethodsBehavioral Methods
Behavioral Behavioral MethodsMethods
Behavioral Behavioral MethodsMethods
Critical IncidentCritical IncidentCritical IncidentCritical Incident
Behavioral ChecklistBehavioral ChecklistBehavioral ChecklistBehavioral Checklist
Behaviorally Anchored Behaviorally Anchored Rating Scale (BARS)Rating Scale (BARS)
Behaviorally Anchored Behaviorally Anchored Rating Scale (BARS)Rating Scale (BARS)
Behavior Observation Behavior Observation Scale (BOS)Scale (BOS)
Behavior Observation Behavior Observation Scale (BOS)Scale (BOS)
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© Farhan Mir© Farhan Mir
20200707 IMSIMS
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Behavioral MethodsBehavioral MethodsCritical Incident
An unusual event denoting superior or An unusual event denoting superior or inferior employee performance in some inferior employee performance in some part of the job.part of the job.
Behaviorally Anchored Rating Scale (BARS)
A performance appraisal that consists of A performance appraisal that consists of a series of vertical scales, one for each a series of vertical scales, one for each dimension of job performance.dimension of job performance.
Behavior Observation Scale (BOS)
A performance appraisal that measures A performance appraisal that measures the frequency of observed behavior.the frequency of observed behavior.
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20200707 IMSIMS
© Farhan Mir© Farhan Mir
20200808 IMSIMS
Examples Of A Bars For Examples Of A Bars For Municipal Fire CompaniesMunicipal Fire Companies
HRM 4Source: Adapted from Landy, Jacobs, and Associates. Reprinted with permission.
FIREFIGHTING STRATEGY: Knowledge of Fire Characteristics.
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20200707 IMSIMS
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20200808 IMSIMS
Results MethodsResults Methods
Management by Objectives (MBO)A philosophy of management that rates A philosophy of management that rates performance on the basis of employee performance on the basis of employee achievement of goals set by mutual achievement of goals set by mutual agreement of employee and manager.agreement of employee and manager.
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20200707 IMSIMS
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Performance Appraisal under Performance Appraisal under an MBO Programan MBO Program
Figure 8.6
Management by Objectives
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20200707 IMSIMS
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Problems with the MBO Problems with the MBO ProcessProcess
Too much paperwork is involvedToo many objectives are set, and confusion occursMBO is forced into jobs where establishing objectives is extremely difficultFailure to tie in MBO results and rewards
Too much emphasis on the short termSupervisors are not trained in the MBO process and the mechanics involvedOriginal objectives are never modifiedMBO is a used as a rigid control device that intimidates rather than motivates
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20200707 IMSIMS
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20200808 IMSIMS
Performance AppraisersPerformance Appraisers
Recency errorsRecency errorsRecency errorsRecency errors
Leniency or strictness errorsLeniency or strictness errorsLeniency or strictness errorsLeniency or strictness errors
Common rater-related errorsCommon rater-related errorsCommon rater-related errorsCommon rater-related errors
Similar-to-me errorsSimilar-to-me errorsSimilar-to-me errorsSimilar-to-me errors
Contrast and halo errorsContrast and halo errorsContrast and halo errorsContrast and halo errors
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20200707 IMSIMS
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Rater ErrorsRater Errors
Leniency or Strictness ErrorA rating error in which the appraiser A rating error in which the appraiser tends to give all employees either tends to give all employees either unusually high or unusually low ratings.unusually high or unusually low ratings.
Recency ErrorA rating error in which appraisal is based A rating error in which appraisal is based largely on an employee’s most recent largely on an employee’s most recent behavior rather than on behavior behavior rather than on behavior throughout the appraisal period.throughout the appraisal period.
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20200707 IMSIMS
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Rater ErrorsRater Errors
Similar-to-Me ErrorAn error in which an appraiser inflates the An error in which an appraiser inflates the evaluation of an employee because of a evaluation of an employee because of a mutual personal connection.mutual personal connection.