summary
Psyc601 - K. Shultz, Week 6
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PSYC601 – Week 6 Gathering Information and Implementation
Tong’s Presentation – Rater Issues
Gathering Information in PM (Ch 6)
Case Study 6-3
BREAK
Arturo’s Presentation – Rating Issues
Implementation of the PM Process (Ch 7)
Modified Case Studies 7-2 and 7-3
Things to come
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Appraisal Forms: 8 Desirable Features
Simplicity
Relevancy
Descriptiveness
Adaptability
Comprehensiveness
Definitional Clarity
Communication
Time Orientation
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Determining Overall Rating
Judgmental strategy
Holistic judgments – with defensible summary
Mechanical strategy
Weighted summary based on relative importance
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Appraisal Period and Timing
Number of Meetings
Annual, Semi-annual, or Quarterly
Anniversary Date
Supervisor doesn’t have to fill out forms at same time, but
Can’t tie rewards to fiscal year
Fiscal Year
Rewards tied to fiscal year
Goals tied to corporate goals, but
May be burden to supervisor, depending on implementation
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Who Should Provide Performance Information?
Employees should be involved in selecting
Which sources evaluate
Which performance dimensions
When employees are actively involved
Higher acceptance of results
Perception that system is fair
Those with direct knowledge of employee performance should be used
Supervisors, Peers, Subordinates, Self, Customers (both internal and external)
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Disagreement Across Sources
Expect disagreement
Ensure employee receives feedback by source
Assign differential weights to scores by source, depending on importance
Ensure employees take active role in selecting which sources will rate which dimensions
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Types of Rating Errors
Intentional errors
Rating inflation
Rating deflation
Unintentional errors
Due to complexity of task
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Expected Positive and Negative Consequences of Rating Accuracy
Probability of Experiencing Positive and Negative Consequences
Expected Positive and Negative Consequences of Rating Distortion
Probability of Experiencing Positive and Negative Consequences
Motivation to Provide Accurate Ratings
Motivation to Distort Ratings
Rating Behavior
A Model of Rater Motivation
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Rater Training Programs Should Cover
Information on how the system works
Motivation – What’s in it for me?
Identifying, observing, recording and evaluating performance
How to interact with employees when they receive performance information
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Case Study – 6.3
Based on what we now know about rater training programs, rate each content area in terms of whether they are intentional error or unintentional errors.
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Break
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Implementing a Performance Management System: Overview
Preparation
Communication Plan
Appeals Process
Training Programs
Pilot Testing
Ongoing Monitoring and Evaluation
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Preparation
Need to gain system buy-in through:
Communication plan regarding Performance Management system
Including appeals process
Training programs for raters
Pilot testing system
Ongoing monitoring and evaluation
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Communication Plan Answers
What is Performance Management (PM)?
How does PM fit in our strategy?
What’s in it for me?
How does it work?
What are our roles and responsibilities?
How does PM relate to other initiatives?
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Cognitive Biases that Affect Communications Effectiveness
Selective exposure
What you see?
Selective perception
What you perceive?
Selective retention
What you retain?
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To minimize effects of cognitive biases
A. Consider employees
Involve employees in system design
Show how employee needs are met
B. Emphasize the positive
Use credible communicators
Strike first – create positive attitude
Provide facts and conclusions
C. Repeat, document, be consistent
Put it in writing
Use multiple channels of communication
Say it, and then – say it again
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Appeals Process
Promote Employee buy-in to PM system
Amicable/Non-retaliatory
Resolution of disagreements
Employees can question two types of issues
Judgmental -validity of evaluation
Administrative-whether policies and procedures were followed
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Appeals Process
Level 1
HR reviews facts, policies, procedures
HR reports to supervisor/employee
HR attempts to negotiate settlement
Level 2
Arbitrator (panel of peers and managers) and/or
High-level manager – final decision
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Rater Training Programs
Content Areas to include
Information
Identifying, Observing, Recording, Evaluating
How to Interact with Employees
Choices of Training Programs to implement
Rater Error Training
Frame of Reference Training
Behavioral Observation
Self-leadership Training
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Content
A. Information - how the system works
Reasons for implementing the performance management system
Information
the appraisal form
system mechanics
B. Identifying, observing, recording, and evaluating performance
How to identify and rank job activities
How to observe, record, and measure performance
How to minimize rating errors
C. How to interact with employees when they receive performance information
How to conduct an appraisal interview
How to train, counsel, and coach
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Choices of Training Programs
Rater Error Training (RET)
Frame of Reference Training (FOR)
Behavioral Observation Training (BO)
Self-leadership Training (SL)
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Intentional Rating Errors
Leniency (inflation)
Severity (deflation)
Central tendency
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Unintentional Rating Errors
Similar to Me
Halo
Primacy
First Impression
Contrast
Stereotype
Negativity
Recency
Spillover
Attribution
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Frame of Reference Training (FOR)
Goal of FOR*
Raters develop common frame of reference
Observing performance
Evaluating performance
*Most appropriate when PM appraisal system focuses on behaviors
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Behavioral Observation Training (BO)
Goals of BO
Minimize unintentional rating errors
Improve rater skills by focusing on how raters:
Observe performance
Store information about performance
Recall information about performance
Use information about performance
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Self-leadership Training (SL)
Goals of SL
Improve rater confidence in ability to manage performance
Enhance mental processes
Increase self-efficacy
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Pilot Testing
Provides ability to
Discover potential problems
Fix them
Benefits
Gain information from potential participants
Learn about difficulties/obstacles
Collect recommendations on how to improve
Understand personal reactions
Get early buy-in
Get higher rate of acceptance
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Implementing a Pilot Test
Roll out test version with sample group
Staff and jobs generalizable to organization
Fully implement planned system
All participants keep records of issues encountered
Do not record appraisal scores
Collect input from all participants
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Ongoing Monitoring and Evaluation
When system is implemented, decide:
How to evaluate system effectiveness
How to measure implementation
How to measure results
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Evaluation data to collect
Reactions to the system
Assessments of requirements
Operational
Technical
Effectiveness of performance ratings
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Indicators to Consider
Number of individuals evaluated
Distribution of performance ratings
Quality of information
Quality of performance discussion meetings
System satisfaction
Cost/benefit ratio
Unit-level and organization-level performance
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Case Study 7-2 and 7-3
After implementing the PM process (via Exercise 7-1)
Setting up an appeals process (Exercise 7-2)
Evaluating the process (Exercise 7-3)
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Summary – Chapter 6
Several keys to good and useful PA forms
Can combine information via mechanical or holistic approaches
Several practical issues to work out (e.g., appeals period, who should rate)
Many potential motivators for raters
Several options to reduce rater distortion
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Summary – Chapter 7
Implementation of a solid PM process requires lots of preparation
Rater training a key component
Many options here
Pilot testing and ongoing monitoring keys to success
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Next Time
Discussion of Chapter 8 in Aguinis – PM and Employee Development
Presentations by:
Zytlaly (360 degree feedback), and
Jamie (personal development plans)
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