Jeffrey a mello 4e chapter 10 performance management and feedback

PERFORMANCE MANAGEMENT AND FEEDBACK Performance Performance Management Management & & Feedback Feedback Organizations Organizations need need broader broader performance performance measures measures to to insure insure –– Performance Performancedeficiencies deficienciesaddressed addressedinintimely timely manner mannerthrough throughemployee employeedevelopment developmentprograms programs –– Employee Employeebehaviors behaviorschanneled channeledininappropriate appropriate direction directiontoward towardperformance performanceofofspecific specificobjectives objectives –– Employees Employeesprovided providedwith withappropriate appropriate&&specific specific feedback feedbacktotoassist assistwith withcareer careerdevelopment development Who Who Evaluates? Evaluates? •• Problems Problems with with immediate immediate supervisors supervisors conducting conducting performance performance evaluations evaluations –– Lacking Lackingappropriate appropriateinformation informationtotoprovide provideinformed informed feedback feedbackon onemployee employeeperformance performance –– Insufficient Insufficientobservation observationofofemployee’s employee’sday-to-day day-to-daywork worktoto validly validlyassess assessperformance performance –– Lack Lackofofknowledge knowledgeabout abouttechnical technicaldimensions dimensionsofof subordinate’s subordinate’swork work –– Lack Lackofoftraining trainingororappreciation appreciationfor forevaluation evaluationprocess process –– Perceptual Perceptualerrors errorsby bysupervisors supervisorsthat thatcreate createbias biasororlack lackofof subjectivity subjectivityininevaluations evaluations Perceptual Perceptual Errors Errors of of Raters Raters •• Halo Halo effect effect –– Rater Raterallows allowssingle singletrait, trait,outcome outcomeororconsideration considerationtoto influence influenceother othermeasures measuresofofperformance performance •• Stereotyping Stereotyping –– Rater Ratermakes makesperformance performancejudgments judgmentsbased basedon onemployee’s employee’s personal personalcharacteristics characteristicsrather ratherthan thanemployee’s employee’sactual actual performance performance •• Recency Recency error error –– Recent Recentevents events&&behaviors behaviorsofofemployee employeebias biasrater’s rater’s evaluation evaluationofofemployee’s employee’soverall overallperformance performance Perceptual Perceptual Errors Errors of of Raters Raters •• Central Central tendency tendency error error –– Evaluator Evaluatoravoids avoidshigher higher&&lower lowerends endsofofrating ratingininfavor favorofof placing placingall allemployees employeesatatorornear nearmiddle middleofofscales scales •• Leniency Leniency or or strictness strictnesserrors errors –– Evaluator’s Evaluator’stendency tendencytotorate rateall allemployees employeesabove above(leniency) (leniency) ororbelow below(strictness) (strictness)actual actualperformance performancelevel level •• Personal Personal biases biases & & organizational organizational politics politics –– Have Havesignificant significantimpact impacton onratings ratingsemployees employeesreceive receivefrom from supervisors supervisors Purposes Purposes of of Performance Performance Management Management Systems Systems •• Facilitate Facilitate employee employee development development –– Determine Determinespecific specifictraining training&&development developmentneeds needs –– Assess Assessindividual individual&&team teamstrengths strengths&&weaknesses weaknesses •• Determine Determine appropriate appropriate rewards rewards & & compensation compensation –– Salary, Salary,promotion, promotion,retention, retention,&&bonus bonusdecisions decisions –– Employees Employeesmust mustunderstand understand&&accept acceptperformance performance feedback feedbacksystem system •• Enhance Enhance employee employee motivation motivation –– Employee Employeeacknowledgment acknowledgment&&praise praisereinforces reinforcesdesirable desirable behaviors behaviors&&outcomes outcomes Purposes Purposes of of Performance Performance Management Management Systems Systems •• Facilitate Facilitate legal legal compliance compliance –– Documentation Documentation isis strong strong defense defense against against charges charges ofof unlawful unlawful bias bias •• Facilitate Facilitate HR HR planning planning process process –– Alert Alert organization organization toto deficiencies deficiencies inin overall overall level level && focus focus ofof employee employee skills skills Objectives-Based Objectives-Based Performance Performance Measurement Measurement •• Enhanced Enhanced employee employee motivation motivation •• Employees Employees can can far far more more committed committed to to reaching reaching performance performance objectives objectives they they have have agreed agreed to to •• When When employee employee participates, participates, his/her his/her trust trust & & dependability dependability placed placed on on line line Objectives-Based Objectives-Based Performance Performance Measurement Measurement •• Three Three common common oversights oversights –– Setting Settingvague vagueobjectives objectives –– Setting Settingunrealistically unrealisticallydifficult difficultobjectives objectives –– Not Notclarifying clarifyinghow howperformance performancewill willbe bemeasured measured •• Objectives Objectives selected selected must must be be valid valid Other Other Considerations Considerations •• Ensure Ensure link link between between performance performance management, management, training training& & development, development, & &compensation compensation •• Assignments Assignments & & responsibilities responsibilities •• Traditional Traditional performance performance evaluation evaluation may may need need redesign redesign due due to to changes changesin in contemporary contemporary organizations organizations •• Degree Degree of of standardization standardization or or flexibility flexibility of of performance performance management managementsystem system –– Standardization Standardizationimportant importanttotoprevent preventjob jobbias bias –– Flexibility Flexibilityimportant importantdiffering differinglevels levelsofofresponsibility responsibility &&accountability accountability Reasons Reasons Managers Managers Resist Resist or or Ignore Ignore Performance Performance Management Management •• Process Process isis too too complicated complicated •• No No impact impact on on job job performance performance •• Possible Possible legal legal challenges challenges •• Lack Lack of of control control over over process process •• No No connection connection with with rewards rewards •• Complexity Complexity & & length length of of forms forms Strategies Strategies for for Improving Improving Performance Performance Management Management System System •• Involve Involve managers managers in in design design of of system system •• Hold Hold managers managers accountable accountable for for performance performance & & development development of of subordinates subordinates •• Set Set clear clear expectations expectations for for performance performance •• Set Set specific specific objectives objectives for for system system •• Tie Tie performance performance measures measures to to rewards rewards •• Gain Gain commitment commitment from from senior senior managers managers Reading Reading10.1 10.1––Effective EffectiveLeadership LeadershipBehavior: Behavior:What WhatWe We Know Knowand andWhat WhatQuestions QuestionsNeeds NeedsMore MoreAttention Attention Hierarchical HierarchicalTaxonomy Taxonomyof ofLeadership LeadershipBehaviors Behaviors    Task-oriented Task-oriented(ensure (ensurethat thatpeople, people,equipment, equipment,and andother otherresources resourcesare areused usedininan an efficient efficientway waytotoaccomplish accomplishthe themission missionof ofaagroup groupor ororganization) organization) ••Clarifying Clarifying ensure ensurethat thatpeople peopleunderstand understandwhat whattotodo, do,how howtotodo doit,it,and andthe the expected expectedresults results ••Planning Planning––making makingdecisions decisionsabout aboutobjectives objectivesand andpriorities, priorities,organizing organizingwork, work, assigning assigningresponsibilities, responsibilities,scheduling schedulingactivities, activities,and andallocating allocatingresources resourcesamong among different differentactivities activities ••Monitoring Monitoringoperations operations assess assesswhether whetherpeople peopleare arecarrying carryingout outtheir theirassigned assigned tasks, tasks,the thework workisisprogressing progressingasasplanned, planned,and andtasks tasksare arebeing beingperformed performed adequately adequately ••Problem Problemsolving solving deal dealwith withdisruptions disruptionsof ofnormal normaloperations operationsand andmember member behavior behaviorthat thatisisillegal, illegal,destructive, destructive,ororunsafe unsafe Reading Reading10.1 10.1––Effective EffectiveLeadership LeadershipBehavior: Behavior:What WhatWe We Know Knowand andWhat WhatQuestions QuestionsNeeds NeedsMore MoreAttention Attention Relations-oriented Relations-oriented(enhance (enhancemember memberskills, skills,the theleader–member leader–member relationship, relationship,identification identificationwith withthe thework workunit unitor ororganization, organization,and and commitment commitmenttotothe themission) mission) ••Supporting Supporting show showpositive positiveregard, regard,build buildcooperative cooperativerelationships, relationships,and and help helppeople peoplecope copewith withstressful stressfulsituations situations ••Developing Developing increase increasethe theskills skillsand andconfidence confidenceof ofwork-unit work-unitmembers members and andtotofacilitate facilitatetheir theircareer careeradvancement advancement ••Recognizing Recognizing show showappreciation appreciationtotoothers othersfor foreffective effectiveperformance, performance, significant significantachievements, achievements,and andimportant importantcontributions contributionstotothe theteam teamor or organization organization ••Empowering Empowering by bygiving givingsubordinates subordinatesmore moreautonomy autonomyand andinfluence influence over overdecisions decisionsabout aboutthe thework work Reading Reading10.1 10.1––Effective EffectiveLeadership LeadershipBehavior: Behavior:What WhatWe We Know Knowand andWhat WhatQuestions QuestionsNeeds NeedsMore MoreAttention Attention Change-oriented Change-oriented(increase (increaseinnovation, innovation,collective collectivelearning, learning,and andadaptation adaptation totoexternal externalchanges) changes) ••Advocating Advocatingchange change explaining explainingwhy whychange changeisisurgently urgentlyneeded needed ••Envisioning Envisioningchange change articulate articulateaaclear, clear,appealing appealingvision visionof ofwhat whatcan canbe be attained attainedby bythe thework workunit unitor ororganization organization ••Encouraging Encouraginginnovation innovation encourage encouragepeople peopletotolook lookatatproblems problemsfrom from different differentperspectives, perspectives,totothink thinkoutside outsidethe thebox boxwhen whensolving solvingproblems, problems, totoexperiment experimentwith withnew newideas, ideas,and andtotofind findideas ideasininother otherfields fieldsthat thatcan canbe be applied appliedtototheir theircurrent currentproblem problemor ortask task ••Facilitating Facilitatingcollective collectivelearning learning––promote promoteimprovement improvementof ofcurrent current strategies strategiesand andwork workmethods methods(exploitation) (exploitation)or ordiscovery discoveryof ofnew newones ones (exploration) (exploration) Reading Reading10.1 10.1––Effective EffectiveLeadership LeadershipBehavior: Behavior:What WhatWe We Know Knowand andWhat WhatQuestions QuestionsNeeds NeedsMore MoreAttention Attention External External(facilitate (facilitateperformance performancewith withbehaviors behaviorsthat thatprovide providerelevant relevant information informationabout aboutoutside outsideevents, events,get getnecessary necessaryresources resourcesand andassistance, assistance, and andpromote promotethe thereputation reputationand andinterests interestsof ofthe thework workunit) unit) ••Networking Networking build buildand andmaintain maintainfavorable favorablerelationships relationshipswith withpeers, peers, superiors, superiors,and andoutsiders outsiderswho whocan canprovide provideinformation, information,resources, resources,and and political politicalsupport support ••External Externalmonitoring monitoring analyzing analyzinginformation informationabout aboutrelevant relevantevents eventsand and changes changesininthe theexternal externalenvironment environmentand andidentifying identifyingthreats threatsand and opportunities opportunitiesfor forthe theleader’s leader’sgroup groupor ororganization organization ••Representing Representing transactions transactionswith withsuperiors, superiors,peers, peers,and andoutsiders outsiders(e.g., (e.g., clients, clients,suppliers, suppliers,investors, investors,and andjoint jointventure venturepartners) partners) Reading Reading 10.2 10.2 Managing Managing the the Life Life Cycle Cycle of of Virtual Virtual Teams Teams Two Two traditional traditional models models of of team team development development (Tuckman, (Tuckman, Gersick) Gersick) applied applied to to virtual virtual teams, teams, explaining explaining •• typical typical behaviors behaviors seen seen during during each each stage stage •• particular particular challenges challenges faced faced by by virtual virtual teams teams during during each each stage stage Reading Reading 10.2 10.2 Managing Managing the the Life Life Cycle Cycle of of Virtual Virtual Teams Teams Reading Reading 10.2 10.2 Managing Managing the the Life Life Cycle Cycle of of Virtual Virtual Teams Teams ... assessmentofofperformance performance •• Multi-rater Multi-rater systems systems or or 360-degree 360-degree feedback feedback systems systems –– Can Canbe bevery verytime-consuming time-consuming.. .Performance Performance Management Management & & Feedback Feedback Organizations Organizations need need broader broader performance performance measures measures to to insure insure –– Performance. .. Customers Customers –– Feedback Feedbackmost mostfree freefrom frombias bias Other Other Performance Performance Feedback Feedback Sources Sources •• Self-evaluations Self-evaluations –– Allow