PERFORMANCE APPRAISALPERFORMANCE …people.tamu.edu/~w-arthur/353/11C/PSYC 353 11C Topic...

PERFORMANCE APPRAISALPERFORMANCE APPRAISAL

PSYC 353 11C performance appraisal 11/27/11 [Arthur] 1

Personnel Psychology subfield of I/O psychologyPersonnel Psychology – subfield of I/O psychology focusing on the management of human resources

Recruitment Selection

Training and developmentT l tiPlacement

Psychometrics Individual differences

Team selection and trainingLegal issues - EqualIndividual differences

Criterion development Performance appraisal

Legal issues Equal Employment Opportunity, Title VII CRA 1991Performance appraisal VII, CRA 1991


A li t/ l fl th h d i t tiApplicant/employee flow through and interactions with various PERSONNEL systems

Recruitment Selection Placement Performance TerminationAppraisal

Training Training


Performance Appraisal• systematic description of the job relevantsystematic description of the job relevant

strengths & weaknesses within and between employees or groups

• typically conducted annually• the form completed by the supervisorp y p


Performance vs. effectiveness

• performance behavior in the workplace• performance behavior in the workplace• effectiveness evaluation of the results of

performanceperformance• performance appraisal should focus on

performanceperformance


How performance appraisals help organizations

• enhance the quality of organizationalenhance the quality of organizational decisions

• enhance the quality of individual decisionsenhance the quality of individual decisions• enhance the employee’s view of and

attachment to the organizationg• provide a rational, legally defensible basis for

personnel decisions


Uses of performance appraisal• administrative personnel decision makingp g

raisespromotionstransfersterminations

• criterion in personnel research• predictors• predictors• objectives for training• developmental feedback, goal setting, and p , g g,

motivation• organizational diagnosis and development


Performance appraisal information• objective production dataj p• personnel data• judgmental data (ratings)judgmental data (ratings)


Criteria problems

• different definitions of criteria• different definitions of criteria• same criteria but differences in processing

perceptual biasperceptual biasdifferent expectationsdifferent operational definitionsd e e t ope at o a de t o s


Behavioral basis for performance appraisal—Information processing stages of the evaluation process1. observation (sampling)2. encoding2. encoding3. storage4 retrieval and recall4. retrieval and recall5. judgment and evaluation (weighting)6 communication6. communication7. feedback interview


Sources of performance appraisal biases

• RATER and ratee (main effects and• RATER and ratee (main effects and interactions)

raters (e g lack of 1st hand knowledge ofraters (e.g., lack of 1st hand knowledge of employee’s performance)ratees (e g age sex job tenure)ratees (e.g., age, sex, job tenure)interaction of raters and ratees (e.g., sex, age, race)age, race)affect


Constant effects [biases] in ratings• leniency and severityleniency and severity• central tendency• halo• halo• proximity• contrast• contrast• primacy

recency• recency• similar-to-me effects


Approaches to correcting or reducing biases and rating effects:g

• rating scales and formats• rater training• rating process• rating process• motivational, political, and contextual

factors and influencesfactors and influences


Approaches to correcting or reducing

Rating scales and formats

Approaches to correcting or reducing biases and rating effects:Rating scales and formatsRating scales and formats

• graphic rating scales• employee comparison methods

rank orderpaired-comparisonforced-distribution

b h i l h kli t d l• behavioral checklists and scalesBARSBOS


BOS

Approaches to correcting or reducingRater training

Approaches to correcting or reducing biases and rating effects:Rater trainingRater training

• objectives1. improve observational and other information

processing skills2 reduce or eliminate biases2. reduce or eliminate biases3. improve communication skills



Rater training

Approaches to correcting or reducing biases and rating effects:Rater trainingRater training

• rater error training• performance dimensions training• behavioral observation trainingg• frame-of-reference [FOR] training



Rating process

Approaches to correcting or reducing biases and rating effects:Rating processRating process

• who should rate source of ratingssupervisorpeersubordinateselfclientclient


A t b t

Rating process

Agreement between sources (Conway & Huffcutt, 1997)

Agreement between CorrelationAgreement between Correlation

Two supervisors .50

Two peers .37

Supervisors and peers .34

Two subordinates .30

Supervisors and subordinates 22Supervisors and subordinates .22

Supervisors and self .22

Peers and subordinates .22

Peers and self .19


Rating process

360° Appraisal and Feedback• ongoing coaching and feedbackongoing coaching and feedback• employees involved• consequences are clear• consequences are clear• ratings are anonymous, non-threatening• focus on behaviors• focus on behaviors• norms are included



Rating process

Approaches to correcting or reducing biases and rating effects:Rating processRating process

• use of appraisal informationorganizational and situational factors and characteristics

developmental vs administrative– developmental vs. administrative– research vs. operational use



Motivational, political, and contextual factors and influences

Approaches to correcting or reducing biases and rating effects:Motivational political andMotivational, political, and contextual factors and influences

• why should supervisors make an effort to ensure their ratings are accurate?

• reasons why supervisors might inflate their ratings?

• when are supervisors less likely to inflate their ratings?


Barriers to performance appraisal

• logistical• logistical• organizational• political• political• interpersonal


Performance monitoring• different set of goals and objectives compared to• different set of goals and objectives compared to

traditional performance appraisal• typically electronic

techniques

• negative and counterproductive behaviorscontrol• control

• punishment vs. reward• employee reactions• employee reactions

stress etc.generally negative affect


Performance appraisal and the law

• negligence breach of duty to conduct PAs• negligence breach of duty to conduct PAs with care

• defamation disclosure of untrue• defamation disclosure of untrue unfavorable performance info that damages employee reputationp y p

• misrepresentation disclosure of untrue favorable info that presents a risk of harm to prospective employees or 3rd parties


Content recommendations (criteria)

standardized (objective and “controlled”• standardized (objective and “controlled” subjectivity)

• job related; based on a job analysis• job-related; based on a job analysis• behaviors not traits

ithin the cont ol of the emplo ee• within the control of the employee• relate to specific functions, not global

assessmentsassessments


Procedural recommendationsProcedural recommendations• standardized and uniform for all employees• formally communicated• formally communicated• note deficiencies and how to correct• allow employees to review results• formal appeal process• multiple, diverse, and unbiased raters• training for raters in writing• training for raters in writing• documentation with specific examples• system to detect discrimination or abuses of the

system


Performance appraisal interview• 2 objectives2 objectives

review major job responsibilities and how well employee has met themfuture planning and goal setting

• feedback provides information and motivation• factors and characteristics that contribute to

feedback acceptance


General pointers• frequent communication• frequent communication• rater training• judge your own performance first• judge your own performance first• encourage subordinate preparation

d ti i ti• warm up and encourage participation• judge performance, not personality


General pointers (cntd)

• be specific• be specific• be an active listener• avoid destructive criticism• avoid destructive criticism• set mutually agreeable goals

ti i ti• continue communication, assess progress toward goals regularly

• makes rewards contingent on performance• makes rewards contingent on performance


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