CHAPTER 11 Management of performance
Jan 04, 2016
CHAPTER 11
Management of performance
Session objectives Discuss the relationship between performance management and other HRM processes Describe the various objectives of performance management programs Identify the basic considerations in selecting standards for performance review Discuss the primary performance review methods
Describe the types of errors that arise in the use of rating methods Identify the different approaches to performance review interviewing
Session objectives (cont.)
Benefits:– Organisational
– Personal
Performance appraisal programs
Developing a performance review program
HR oversees and coordinates
Managers establish objectives
Employee ownership
Performance appraisal objectives
Assessment of past performance Assessment of promotion potential Training and development Feedback Workplace planning $ Grievance communication Identification of obstacles/problems
Establish standards
Standards for performance evaluation should be clearly defined and communicated
Based on job-related requirements – job analysis, personal development etc.
Competency based
Management by objectivesManagement by objectives
Department-specific goals
Joint agreement
Interim review
Subordinategoals
Supervisor goals
New input
Inappropriate goals eliminated
Review organisational performance
Final review
Common goals
Trait methodsTrait methods
Graphic rating scale
Mixed standard scale
Essay
Forced choice
Common trait methods of appraisal
Common trait methods of appraisal
Behavioural methodsBehavioural methods
Critical incidents Behavioural checklist
Behaviourally anchored rating
scale (BARS)
Behaviour observation
scales
Common behavioural
appraisal methods
Common behavioural
appraisal methods
Training appraisersTraining appraisers
Leniency or strictness error
Similar-to-me error
Contrast error
Error of central tendency Recency error
Common appraisal errors to
address in training
Common appraisal errors to
address in training
Appraisal interviews
Emphasise strengths
Avoid personal traits – emphasise more acceptable ways of performing
Opportunities for growth
Three types of appraisal interviews
Tell and sell
Tell and listen
Problem-solving
Why they fail Lack of management support Lack of job-related standards Rater bias Too many appraisal forms Conflicting purposes – combining salary review with motivation for work improvement Managers not comfortable with face-to-face confrontation
Improving performance Sources of ineffective performance:
– Organisational policies and practices
– Personal problems
– Job concerns
– External factors
Counselling occurs when one person endeavours to help another to
understand and resolve a problem
Caution should be exercised when counselling employees
Employee counselling
Employee discipline
A genuine attempt to ensure that expected employee behaviour and
performance is maintained to required organisational standards
Recognises and corrects unacceptable work practices Consistent infringements may result in the dismissal of the employee