HMR help needed
Soms121
week_9.pptPerformance Appraisals
*
Introduction
Theoretically, performance appraisal provides employees with feedback on their work, leading to greater clarity regarding organizational expectations and to a more effective channeling of employee ability and effort.
However, supervisors or employees are rarely satisfied with the process of performance appraisal since it plays a major role in the distribution of organizational rewards and compensation.
*
Important Roles
- Provide management with essential information for making strategic decisions about employee advancement, retention, or separation.
- Accurate evaluations provide information and feedback to employees. Employees must be informed about the goals and objectives of the agency and the role they play in the agency’s success.
- Performance appraisals are used to validate selection instruments or techniques. There should be a positive relationship between the methods and criteria used to screen employees and successful performance.
- Through an evaluation process, training and development needs can be identified and addressed.
Goals of Performance Appraisal
Communicate management goals and objectives to employees
Motivate employees to improve their performance
Distribute organizational rewards such as salary increases and promotion equitably
Conduct personnel management research
*
Small Group Discussion
1. Discuss the advantages and disadvantages of the chief’s new performance productivity plan.
2. What recommendations would you make for implementing a performance evaluation system at the LAPD?
Appraisal Methods
Trait-Based Systems
Behavior-Based Systems
Result-Based Systems
*
Trait-Based Systems
It requires assessments on the degree to which someone possesses certain desired personal characteristics deemed important for the job
Graphic-rating scales consist of a listing of desirable or undesirable personality traits in one column and beside each trait a scale that the rater marks to indicate the extent to which the rated employee demonstrates the trait.
*
Trait-Based Systems
| Traits | Outstanding | Very good | Average | Unsatisfactory |
| Judgment | ||||
| Cooperation | ||||
| Knowledge of work | ||||
| Quality of work | ||||
| Supervisory ability | ||||
| Overall evaluation |
Question
The textbook argues that the trait-based system does not overcome serious validity and reliability questions. What makes the system violate validity and reliability of measurement?
Reliability
This concept of reliability is concerned with the consistency of measurement.
Test-retest reliability assumes that a test would be reliable if there is consistency between two sets of scores for the test taken by the same person at different times.
Validity
Validity is concerned with whether the test or selection instrument is measuring what it is intended to measure.
There are three types of validity: content, criterion, and construct.
Behavior-Based Systems
It attempts to discern what someone actually does and the relatively tangible, objective nature of these systems makes them more legally defensible than personality scales.
The behaviorally anchored rating scale (BARS) develops a range of possible standards for each task and then translates these statements into numerical scores.
*
BARS
Result-Based Systems
They attempt to calibrate one’s contribution to the success of the organization.
These systems require specific, realistic objectives, mutually agreed-upon goals, interim progress reviews, and comparison between actual and expected accomplishments at the end of the rating period.
*
Result-Based Systems
| Employee’s objectives | Results achieved | Rating | If not, how can such be achieved |
| 1 | |||
| 2 | |||
| 3 |
Result-Based System
Questions
Evaluators often make rating errors based on cognitive limitations, intentional manipulation, organizational influences, and human nature, during the evaluation process.
Do you believe that rating errors are prevalent in the workplace? Do you see this in your workplace or have any specific examples?
What are the challenges of performance appraisal?
Challenges
It is hard to measure some intangible performance.
Raters often inflate or deflate performance appraisals.
Flatter organizational hierarchies challenge traditional superior-subordinate appraisal
Limited organizational rewards and punishments make evaluation ineffective at linking pay or disciplinary action to performance
*
Common Rating Errors
Halo Effect: a cognitive bias whereby the perception of one trait (i.e. a characteristic of a person or object) is influenced by the perception of another trait (or several traits) of that person or object.
EX) Attractive people are often judged as having a more desirable personality and more skills than someone of average appearance.
Common Rating Errors
Central Tendency: Providing a rating of average or around the midpoint for all qualities.
Strict Rating: Rating consistently lower than the normal or average; being consistently overly harsh in rating performance qualities.
Lenient Rating: Rating consistently higher than the expected norm or average; being overly loose in rating performance qualities.
Common Rating Errors
Latest Behavior: Rating influenced by the most recent behavior; failing to recognize the most commonly demonstrated behaviors during the appraisal period.
Initial Impression: Rating based on first impression; failing to recognize most consistently demonstrated behaviors during the appraisal period.
Raters
Self-appraisal
Peer evaluation
Electronic monitoring
360 degree evaluation systems
*
Self-appraisal
Self-appraisal, based on the belief that the employee has important insights about how the job should be done, can provide valuable data, particularly when the supervisor and employee engage in joint goal setting.
However, people tend to be inadequate judges of their own performance because inept individuals lack self-monitoring skills and are often overly self-assured.
*
Peer evaluation
Peer evaluation has become appropriate since work in some organizations has changed from individual tasks to team-based projects.
This evaluation requires that an agency culture is high in trust when coworkers develop rating scales and have access to relevant information. Such assessments can be accurate, however, when agency culture lacks trust, assessments are likely to be less accurate.
*
Question
In performance evaluations, there are many difference people that can evaluate employee performance. The most popular form of rating is supervisor to employee ratings, but there is also peer ratings and self ratings.
What incidences would you use peer rating and self rating rather than supervisor-employee rating?
*
Electronic monitoring
The objective of electronic monitoring (via email and video surveillance, Web site blocking, GPS tracking) is to increase productivity, improve quality, and reduce costs.
However, this virtual system can create an “electronic sweatshop” environment damaging creativity, morale, and health.
*
360 degree evaluation systems
These systems gather information from superiors, subordinates, peers, and citizens and provide more data than other approaches.
More data may produce more-reliable, but not necessarily more-valid information.
*
