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A scale that allows the rater to indicate an employee’s A scale that allows the rater to indicate an employee’s performance on a continuum of job behaviors.performance on a continuum of job behaviors.
A rating scale composed of job dimensions (specific A rating scale composed of job dimensions (specific descriptions of important job behaviors) that “anchor” descriptions of important job behaviors) that “anchor” performance levels on the scale.performance levels on the scale.
• Developing a BARSDeveloping a BARS Identify important job dimensionsIdentify important job dimensions Write short statements of job behaviorsWrite short statements of job behaviors Assign statements (anchors) to job dimensionsAssign statements (anchors) to job dimensions Set scales for anchorsSet scales for anchors
Comparative Methods (cont’d)Comparative Methods (cont’d)• Forced DistributionForced Distribution
Performance appraisal method in which ratings of Performance appraisal method in which ratings of employees are distributed along a bell-shaped curve.employees are distributed along a bell-shaped curve.
Advantages
• Helps deal with “rater inflation.
• Makes manages identify high, average, and low performers.
• Ensures that compensation increases reflect performance differences among individuals.
Disadvantages
• Managers resist placing people in the lowest or highest groups.
• Explanation for placement can be difficult.
• Performance may not follow normal distribution.
• Managers may make false distinctions between employees.
Manager keeps a written record of highly favorable Manager keeps a written record of highly favorable and unfavorable employee actions.and unfavorable employee actions.
DrawbacksDrawbacks
Variations in how managers define a “critical Variations in how managers define a “critical incident”incident”
Time involved in documenting employee actionsTime involved in documenting employee actions
Most employee actions are not observed and may Most employee actions are not observed and may become different if observedbecome different if observed
Employee concerns about manager’s “black books”Employee concerns about manager’s “black books”
Management by Objectives (MBO)Management by Objectives (MBO)• Management by ObjectivesManagement by Objectives
Specifying the performance goals that an individual Specifying the performance goals that an individual and his or her manager agree the employee will to try and his or her manager agree the employee will to try to attain within an appropriate length of time.to attain within an appropriate length of time.
• Key MBO IdeasKey MBO Ideas Employee involvement creates higher levels of Employee involvement creates higher levels of
commitment and performance.commitment and performance. Employees are encouraged to work effectively toward Employees are encouraged to work effectively toward
achieving desired results.achieving desired results. Performance measures should be measurable and Performance measures should be measurable and