Bài giảng QUản trị nguồn nhân lực part 6 eng

Human Resource Management Session PERFORMANCE MANAGEMENT AND APPRAISAL Performance Appraisal Defined • Formal system of review and evaluation of individual or team task performance • An effective appraisal system evaluates accomplishments and initiates plans for development, goals and objectives Performance Appraisal Process External Environment Internal Environment Plan the Performance Identify Performance Goals Communicate Goals Establish Performance Criteria Determine: Responsibility for Appraisal Appraisal Period Appraisal Method Computer Software Anticipate and Consider: Problems in PA Effective PA Systems Examine Work Performed Management Support Coaching and T&D Appraise the Results Conduct Appraisal Interview Discuss Goals for next Period Establish Performance Criteria (Standards) Recent evidence suggests that even within the same company managers often use different performance criteria Traits Behaviors Competencies Goal Achievement Improvement Potential Responsibility for Appraisal Immediate supervisor Subordinates Peers and team members Self-appraisal Customer appraisal 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 Performance Appraisal Methods 360-Degree Evaluation Forced Distribution Rating Scales Critical Incidents Behaviorally Anchored Rating Scales (BARS) Essay 10 Result-Based Systems Work Standards 11 Assessment Centres Ranking Paired Comparisons Performance Appraisal Methods Rating Scales • Rates according to defined factors • Judgments are recorded on a scale • Many employees are evaluated quickly See Figure 8-2 in text book Performance Appraisal Methods Essay • Brief narrative describing performance • Tends to focus on extreme behavior • Depends heavily on evaluator's writing ability • Comparing essay evaluations might be difficult Performance Appraisal Methods Work Standards • Compares performance to predetermined standard • Standards - Normal output of average worker operating at normal pace • Time study and work sampling used • Workers need to know how standards were set 10 Performance Appraisal Methods Behaviorally Anchored Rating Scales (BARS) • Combines traditional rating scales and critical incidents methods • Job behaviors derived from critical incidents described more objectively 11 Performance Appraisal Methods 10 Result-Based Systems • Manager and subordinate agree on objectives for next appraisal • Evaluation based on how well objectives accomplished 12 Use of Computer Software • Available in recording appraisal data • Reduces required paperwork 13 Problems in Performance Appraisal Appraiser Discomfort • Performance appraisal process cuts into manager’s time • Experience can be unpleasant when employee has not performed well 14 Problems in Performance Appraisal Lack of Objectivity • In rating scales method, commonly used factors such as attitude, appearance, and personality are difficult to measure • Factors may have little to with employee’s job performance • Employee appraisal based primarily on personal characteristics may place evaluator and company in untenable positions 15 Problems in Performance Appraisal Leniency/Strictness • Leniency - Giving undeserved high ratings • Strictness - Being unduly critical of employee’s work performance • Worst situation is when firm has both lenient and strict managers and does nothing to level inequities 16 Problems in Performance Appraisal Central Tendency • Error occurs when employees are incorrectly rated near average or middle of scale • May be encouraged by some rating scale systems requiring evaluator to justify in writing extremely high or extremely low ratings 17 Problems in Performance Appraisal Employee Anxiety • Evaluation process may create anxiety for appraised employee • Opportunities for promotion, better work assignments, and increased compensation may hinge on results 18 Characteristics of an Effective Appraisal System Job-related criteria Performance expectations Standardization Trained appraisers Continuous open communication Conduct performance reviews Due process 19 Characteristics of an Effective Appraisal System Standardization Firms should use same evaluation instrument for all employees in same job category who work for same supervisor 20 Characteristics of an Effective Appraisal System Continuous Open Communication • Employees have strong need to know how well they are performing • Good appraisal system provides highly desired feedback on continuing basis • Should be few surprises in performance review 21 Appraisal Interview Use of Praise and Criticism • Praise is appropriate when warranted • Criticism, even if warranted, is especially difficult to give • “Constructive” criticism is often not perceived that way 22 Appraisal Interview Employees’ Role • Should go through diary or files and make notes of every project worked on, regardless of whether they were successful or not • Information should be on appraising manager’s desk well before review 23 ... employee’s date of hire • All employees may be evaluated at same time Performance Appraisal Methods 360 -Degree Evaluation Forced Distribution Rating Scales Critical Incidents Behaviorally Anchored... situation is when firm has both lenient and strict managers and does nothing to level inequities 16 Problems in Performance Appraisal Central Tendency • Error occurs when employees are incorrectly