PERFORMANCE APPRAISAL (Management) 2 Chapter Objectives
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Transcript of PERFORMANCE APPRAISAL (Management) 2 Chapter Objectives
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PERFORMANCE APPRAISAL (Management)
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Chapter Objectives
Define performance appraisal and identify the uses of performance management
Describe the performance appraisal process
Identify the various performance appraisal methods used
The reason behind appraisal discomfort Explain the characteristics of an effective
appraisal system
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Chapter Objectives (Continued)
Describe the legal implications of performance appraisal.
Discuss the responsibility of performance appraisal
Explain how the appraisal interview should be conducted.
Interview with Human Resources Manager about Performance Management Systems
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Performance Appraisal Defined
System of review and evaluation of job performance
Assesses accomplishments and evolves plans for development
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Performance Management
Process that significantly determines how organization performs
Managers and employees work together to set expectations, review results and reward performance.
Platform for assessing individual and team performance
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Appraiser Discomfort Performance appraisal
process cuts into manager’s time
Experience can be unpleasant when employee has not performed well
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Employee Anxiety
Creates anxiety for appraised employee
Rationale for Performance Appraisal
Provides legal and other benefits for employers
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Uses of Performance Appraisal
Human resource planning Recruitment and selection Training and development Career planning and development Compensation programs Internal employee relations Assessment of employee potential
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Performance Appraisal ProcessPlan the Performance
Identify Performance Goals Communicate Goals
Establish Performance Criteria
Determine: Responsibility for Appraisal
Appraisal Period Appraisal Method(s)
Computer Software
Examine Work Performed
Appraise the Results
Conduct Appraisal Interview Discuss Goals for Next Period
Anticipate and Consider Problems in PA Effective PA Systems
Management Support Coaching and T&D
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Responsibility for Appraisal Immediate supervisor Subordinates Peers Self-appraisal Customer appraisal
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Performance Appraisal Methods
360-Degree Feedback Rating Scales Critical Incidents Essay Work Standards Raking
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The Appraisal Period Prepared at specific
intervals Usually annually or
semiannually Period may begin with
employee’s date of hire All employees may be
evaluated at same time
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Effective Appraisal System
Job-related criteria Performance expectations Standardization Trained appraisers Continuous open communication Performance reviews Due process
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Legal Implications
Adverse impact on protected classes The controlling of subordinate career Should have someone review and approve
appraisals The rater must have personal knowledge
of employee’s performance The appraisal system must use
predetermined criteria
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The Appraisal Interview
Scheduling the interview
Interview structure Use of praise and
criticism Employees’ role Concluding the
interview