5 Overview on Performance

OVERVIEW ON PERFORMANCE

PRESENTED BY:MARY ANNE A. PORTUGUEZ, MP, RPm

Performance• Ability, innate capacities as well as attributes.

Researchers have found no differences in overall abilities between men and women, however, women tend to have lower expectations of success.

• Motivation, reflected by the person’s willingness to perform, and can be measured by work effort.

• Opportunity is thought to be related to environmental variables, including organizational support.

The Performance Appraisal ProcessDetermine the purpose of

appraisal

Select the best PA method Determine who will evaluate

Train raters

Monitor the legality and fairness of the process

Communicate the results

Evaluate Performance

Identify the environmental and cultural limitations

Observe and document the performance

Make personnel decisions

Step 1: Purpose of Performance Appraisal

• Decisions about salary• Promotion• Termination• Bonus• Identification of employees’ strengths and

weaknesses• Provision of feedback to employees• Validaton of selection criteria• Determination of training requirements

Step 2: Identify the environmental and cultural limitations

• The work environment must be in line with the nature of the workforce.

Step 3: Determine who will evaluate

• 360-degree feedback, it is a performance appraisal system in which feedback is obtained from multiple sources.

• People who observes and rates employees:Supervisor, peers, subordinates, customers, self-appraisal

Step 4: Select the best PA method

TYPES OF PERFORMANCE APPRAISALS

• ObjectiveEasily observable and quamtifiable such as quantity of output, quality of output, accidents, absenteeism

• SubjectiveIncludes ratings by supervisors, peers, subordinates, or even self-ratings. It can be comparative or Individual.

• Focused on Results

Subjective• COMPARATIVE

a. Straight rankings, listing of workers from best to worst.b. Forced Distribution, ranked to fit a distribution.c. Paired comparison, each employee is compared to every other employee in pairs.

Paired Comparison

Straight Ranking

Forced Distribution

Objective Measures

• Common types of objective measures include quantity of work (number of relevant job behaviors), quality of work (errors), attendance (absences), and safety (success).

Objective• INDIVIDUAL

a. Graphic Rating Scales, involves ratings on several aspects of a job. b. BARS, based on critical incidents. c. BOS (Behavioral Observation Scale), rating to the extent to which a person engages in every behavior.d. Forced choice, the rater must choose between two seemingly equally desirable or undesirable. It controls halo effect as well as leniency and strictness.e. Behavioral Checklist, a rater using a behavioral check list checks off all the adjectives or descriptors that apply to the employee being rated.

Graphic Rating Scale

Behavioral Checklist

BARS

Forced Choice

Step 5: Train raters• Frame-of-reference training, a method of

training in which rater is provided with job-related information, a chance to practice ratings.

Step 6: Observe and document the performance

• Critical incidents, a method of performance appraisal in which the supervisor records employee behaviors that were observed on the job and rates the employee on the basis of that record.

Employee Performance Record, this

method consists of a two-color

form used similar in GE.

Step 7: Evaluating Performance

• Obtain and review first the objective data relevant to the employee’s behavior to avoid errors of evaluation.

ERRORS IN EVALUATION• INSTRUMENT ERRORS

Deficiency, involve excluding important aspects of the job from evaluations.Contamination, rating an employee on non-important aspects of the job.

ERRORS IN EVALUATION1. Task-Based Rater Biases, when the rater adopts an evaluative set

based on the task.a. Strictness set, the rater is overly strict and gives everyone low ratings.b. Leniency set, the rater is overly lenient and gives everyone high ratings.c. Central tendency set, the rater tends to rate everyone as about average. d. Halo Error, a rater allows either a single attribute or an overall impression of an individual to affect the ratings that she makes on each relevant job dimension.e. Contrast Errors, the performance rating one person receives can be influenced by the p erformance of a previously evaluated person

2. Ratee- Based Biasesa. Halo Error, occurs when the employee’s performance rating is based on one positive or negative aspect.b. Personal biases, such as prejudices against certain ethnicities, can influence the evaluation of employees.c. Others

ERRORS IN EVALUATION

Step 8: Communicate the Appraisal Results

• Allocating Time• Scheduling the Interview• Preparing for the Interview

Step 9: Make personnel decisions

Step 10: Monitor the legality and fairness of the process

STRATEGIES TO IMPROVE RATINGS

• Training raters with instruments to be used• Multiple raters• Rates on ongoing basis rather than once or

twice a year• Basing performance on clear and specific

performance standards.