I need help with 8, 12, 13

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Chapter12PerformanceAppraisalCornerstoneofEmployeeDevelopment_9th2.ppt
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Chapter 12

Learning Goals

  • Discuss the objectives of a performance appraisal
  • Identify common types of performance appraisals
  • Explain common problems associated with performance appraisals
  • Examine how performance appraisals can be more affective
  • Describe the difference between a standards based appraisal and a constructive appraisal

Performance Appraisals

  • Best if completed by the employee’s immediate manager
  • Are an important part of any manager’s responsibilities
  • Include information collected over an extended period of time, often a year

Performance Appraisals

  • Requires a great deal of time and attention by the manager
  • Often dreaded by managers to complete
  • Tends to gravitate to the bottom of the manager’s to do list
  • Praise and criticism falls within evaluation of an employee’s performance

Appraisal and the Manager

  • Each organization sets the appraisal process
  • Some completed every 6 months
  • Some completed all in one month
  • Some completed on anniversary date
  • Managers must comply with the designated system and timeframe
  • Viewed as a requirement by managers versus a key element to manager-employee relationship

What are the Objectives of a Performance Appraisal?

  • Improve employee job performance
  • Provide growth opportunity for individuals
  • Promote talented employees for the organization

  • The true objectives are not often achieved

Appraisals

  • Appraisals Should:
  • Tell the employee how they are doing
  • Indicate future possibilities in the organization

  • Appraisals Tend:
  • To favor criticism and faultfinding of the employee

Appraisal Methods

  • There are a variety of appraisal methods, each with positives and negatives.
  • It is important as a future manager that you understand your institutions appraisal system and policies. Appraisal methods will differ in every organization that you work for.

Appraisal Methods

  • Continuing efforts are made to make appraisals more objective and reliable.
  • No matter what method used an appraisal should be based on production, performance, and behavior

Traditional Appraisal Methods

  • Rating Scales
  • Most widely used and 2 main types
  • Easy to use but often compares employees (not good)
  • Average ratings tend not to be positively viewed by employees
  • Continuous
  • Places a mark on a scale
  • Discrete
  • Descriptions and appropriate box is checked

Traditional Appraisal Methods

  • Employee Comparison
  • Developed to overcome the disadvantages of the rating scales
  • Ranking
  • Actual ranking of employees best to not best
  • Found to be judgmental and influenced by personality
  • Forced distribution
  • Must have equal distribution of employees
  • Prevents clustering of employees

Traditional Appraisal Methods

  • Checklists
  • Weighted checklist
  • Statements that describe behaviors for a particular task
  • Statements are checked by the manager based on what most describes the employee
  • Forced choice
  • Each criteria has 4 to 5 selections and the manager needs to select one that best describes the employee behavior

Traditional Appraisal Methods

  • Critical Incident
  • Important events recorded in a daily journal
  • One drawback is the manager may not have time to record everything everyday
  • Field Review
  • Employee performance is recorded in an interview between the department manager and human resources

Traditional Appraisal Methods

  • Free-Form essay
  • Manager writes an essay about each employee’s performance
  • Group Appraisal
  • Employee is evaluated by a number of managers

Common Appraisal Problems

  • “Halo effect”
  • Allowing one criteria to influence the rating of another
  • Tendency to rate each employee high
  • Employees do not like being considered “average”

Common Appraisal Problems

  • Central tendency
  • Not wanting to rate on the outer ends, all employees are clustered in one rating
  • Interpersonal Relationships
  • Managers unconsciously influenced by personal likes and dislikes about each employee

Why do Appraisal Programs Fail?

  • The system or appraisal method used
  • Appraisals call for managers to make personality judgments
  • Evaluation terms are difficult to define and assess
  • Managers are unqualified to judge personality characteristics

Why do Appraisal Programs Fail?

  • Difficulty with cause and results of behavior / attitude
  • Evaluators (managers) are uncomfortable rendering judgements
  • System administration is poor / the mechanics of the process are flawed
  • Follow-up is lacking / appraisals are often forgotten

Why Have Appraisals?

  • Employees want to know that they are doing a good job
  • Employees need to know the work they do is appreciated
  • Employees need to know where they stand in the organization
  • Employees need to know if they need to make corrections

What are the Requirements of an Effective Appraisal System?

  • Clear objectives for the manager and the employee
  • Measurable and able to evaluate
  • Appropriate criteria
  • Must evaluate on what the employee actually does
  • Available performance standards
  • Related to the job description and understood by the employee

What are the Requirements of an Effective Appraisal System?

  • Employee knowledge of criteria
  • Employees need to be aware in advance of the criteria used to evaluate them
  • Education of appraisers
  • Managers need to fully understand the system used by the organization

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What are the Requirements of an Effective Appraisal System?

  • Useful as a working tool
  • Should be used as a working document of progress
  • Monitoring tool
  • Appraisal Interview
  • Process should not be avoided by the manager
  • Process should not be taken lightly by the manager
  • Two-way communication exchange between employee and manager

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What are the Requirements of an Effective Appraisal System?

  • The appraisal is a self-contained record
  • Should be able to stand alone without explanation
  • System is properly administered
  • Systems must be in place and adhered to
  • Due dates adhered to

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The Changing Appraisal Language

  • Typically based on criteria
  • Criteria can be constructed from the job description expectations
  • Criteria may also be standards
  • Changing from Criteria to Competency Based

Legality Aspects

  • Base appraisal on job description requirements
  • Use objective criteria for assessment
  • Have appraisers thoroughly trained
  • Always discuss the appraisal with the employee
  • Have supporting documentation of both positive and negative employee actions/behaviors

Performance Standards

  • Quantity
  • units per hour
  • percentages of occurrences
  • Quality
  • acceptable error rate
  • percent downtime
  • Time
  • meeting deadlines
  • work accomplished in a unit of time
  • Cost / Financial
  • cost per unit
  • amount of cost savings

Performance standards are developed for every job in the organization. Standards are based on:

Performance Standards

  • Performance standards attempt to remove judgement
  • Sources of Standards
  • Can come from a variety of sources some simples and others costly and complex
  • Benchmarking
  • The standards-setting process that organizations are moving to
  • Setting standards based on the industry.

What is the Constructive Appraisal?

  • Employees set goals and help to determine the basis of their evaluation
  • Typically used with upper level employees who tend to already do goal setting
  • This type of appraisal allows for much employee involvement
  • Employees tend to understand the appraisal process better
  • Method is thought to strengthen the employee / manager relationship

What is the Constructive Appraisal?

  • Four elements of a constructive appraisal:
  • Job description analyzed by employee and manager to assure it is correct
  • Employee develops performance objectives and set goals
  • Objectives negotiated with manager to be realistic, manageable, challenging, while inline with the organizational mission
  • Results (and progress) discussed regularly

The Appraisal Interview

  • Conducting the appraisal interview is very important
  • Be scheduled and be given on time
  • Given in private
  • Have freedom from interruptions
  • Allow for free and open discussion
  • Focus on joint problem solving

Existing Appraisal Systems

  • Organizations tend to determine the type of performance appraisal system that will be used
  • As a new manager you do not have the freedom to change the appraisal system/process
  • Use the system/process appropriately
  • Always emphasize employee performance or production, behavior, versus personality
  • Consider a self-appraisal

Self - Appraisals

  • The Advantage
  • When an honest self-appraisal is compared with the manager’s appraisal, both parties immediately know how to focus the appraisal discussion
  • The Negative
  • Some employees view themselves as near perfect and give themselves high ratings allowing no room for improvement.

A Simple Objective

  • To encourage employees to continue to deliver acceptable performance

Standard versus Average

  • By definition Standard and Average have similar meanings
  • Standard and Average when it comes to performance appraisals are not equal
  • Standard is meeting all acceptable levels