Performance Appraisal Basics - continued MANA 4328 Dr. Jeanne Michalski
-
Upload
noah-mills -
Category
Documents
-
view
215 -
download
0
description
Transcript of Performance Appraisal Basics - continued MANA 4328 Dr. Jeanne Michalski
Performance Appraisal Basics - continued
MANA 4328Dr. Jeanne [email protected]
Results-Based Appraisal
Uses future results as performance targetsChallenge is setting goals and measures
Can the goals be quantified? Unique goals for every individual
Appraisal forms tend to be very simpleStill need a rating scale
Results-Based Appraisal
“Management by Objectives” or MBO Linking individual goals with business strategy Organizational goals flow down to depts. and employees Focus on planning, action items, and interim reviews Objectives negotiated and agreed upon by employees
Admissions Counselor
Job Function: Recruit at high schools in the southern Texas region
Standards: Make 2 visits per semester to each of the 7 high schools in your area. Prepare follow up packets to be sent to all students contacted during those visits. Send monthly update to the students indicating forms/ items still to complete.
Results-Based Appraisal
Focus on results compared to specific behaviors Should be clear and unambiguous Requires alignment of expectations May promote gaming of the system Beware of results at any cost and excessive results
orientation Time consuming and needs constant updating
How to Judge Appraisal Types
Leads to desired behaviors Minimizes negative behaviors Reliability and validity Perceived fairness (rater and employee) Performance improvement and employee development Flexibility and administrative cost
Comparison of Appraisal Forms
Ease of Use Employee Development
Legal Defensibility
Traits High Low Low
Behaviors Medium High High
Outcomes Low Medium Medium
Performance Management Cycle
Planning Performance for the Upcoming Period Defining key results for each position (usually 5-8) that
support the organization’s business strategy Establishing performance standards against which key
result areas will be measured May assign a weight to each key result since all key
results are NOT equal – adds complexity
Performance Management Cycle
Coaching Performance and Giving Feedback Throughout the Period Structured feedback like mid-period, quarterly, or
monthly progress reviews Informal feedback throughout the process
Rating Performance for the Just Completed Period One of the most challenging aspects is the approach for
rating employee performance
360 Degree Feedback
Evaluation method that incorporates feedback from the: worker, his/her peers, supervisors, direct reports, and customers.
Results of these confidential surveys are tabulated and shared with the worker.
Interpretation of the results, trends and themes are discussed as part of the feedback.
360 Degree Feedback
360 Successful in Organizations When:
360 Successful in Organizations When: Organizational climate fosters individual growth Proper framing of feedback method by management Assurance that feedback will be kept confidential Development of feedback tool based on organizational goals and
values Feedback tool includes area for comments Brief workers, evaluators and supervisors about purpose, uses of
data and methods of survey prior to distribution of tool Train workers in appropriate methods to give and receive
feedback Support feedback with back-up services or customized coaching
360 Degree Feedback Errors
Feedback tied to merit pay or promotions Comments traced to individuals causing resentment
between workers Feedback not linked to organizational goals or values Use of the feedback tool as a stand alone without
follow-up Poor implementation of 360-degree tool negatively
affects motivation Excessive number of surveys are required of each
worker with few tangible results provided to individuals
Recommended 360 Degree Process Leaders invite direct reports to evaluate them (if less
than 5 direct reports, include second level direct reports)
Direct reports rate the leader through a survey tool (often web-based)
Outside consultant analyzes data and generates reports
Leaders and human resources consultant receive feedback report & have opportunity discuss results
Leaders give feedback to their direct reports through a facilitated high performing team session
Leaders create preliminary development plan and discuss with their supervisor
Key Questions to Consider When Receiving Feedback Do I understand it? Is it accurate/valid? Is it important? Do I want to change?
At its heart feedback is only information. How you choose to think and feel about the feedback will determine the value you gain from it.
Possible Reactions To Feedback
DENIAL
ANGER / FLIGHT
WITHDRAWAL
ACCEPTANCE
ANALYSIS
ACTION PLANNING
Guidelines for Discussion with Direct Reports Thank them for the feedback Share 2-3 strengths and 2-3 development needs Solicit additional insight or feedback Use open-ended questions Avoid defensiveness Communicate areas you will address in development
plan and solicit their support and on-going feedback
GOAL SETTING AND MOTIVATION
Goal Setting Basics
1. Specific2. Challenging3. Achievable4. Participatively set
“SMART” GoalsSpecific, Measurable, Attainable, Realistic, Trackable Set interim or subgoals. Use action verbs. Specific dates, times, and amounts.
Participation No one knows the job better than those who do it. Workers are more likely to accept the goals with input.
Employee High
Employee Low
ManagementHigh
Participation Unilateral
ManagementLow
Empowered /Self Managed
No Goals
Why Do Goals Motivate?
Expectancy Theory
Motivation = E X I X V
Expectancy: The connection between behavior and the outcomeInstrumentality: The connection between outcome and a rewardValence: Is the reward something that the individual values?
People are motivated by intrinsic and extrinsic rewards they desire. People will only be motivated if outcome is possible. People will only be motivated if outcome is contingent on behavior. People will only be motivated if a reward is attached to the outcome.
“Line of sight” is the perceived link between individual behavior and the reward.
Goal Challenge and Performance
Easy Moderately Difficult Extremely Difficult
HighPerformance
LowPerformance
Note: Not to scale
Call Center?Call Center?Shipping?Shipping?Sales?Sales?R&D?R&D?
1.1.What performance measures What performance measures did Hiram put in place?did Hiram put in place?
2.2.What were the outcomes of the What were the outcomes of the measures?measures?
What measures did Hiram put in place?
What were the outcomes of the measures?
Careful What You Wish For
“You make the rules, we play the game.”
What do we want employees to do differently?Why aren’t they doing it already?
Don’t sacrifice long-term business success for short-term goals.
Types of Goals
Behavioral goals vs. Outcome goals Often easier to observe outcomes Gives employee discretion on how to achieve goals
Use Outcome Goals When: Workers know how to achieve the goals Workers have the necessary resources
“Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”
General George S. Patton
Linking Individual & Organizational Goals
What are the ultimate goals? Profits, Sales, Customer Service, Quality Balanced scorecard
Don’t focus on intermediate goals unless they matter.
Consider the importance of coordination among employees or units.
Consult with business leaders and employees on appropriate goals