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Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy and Job Behavior Consistency Between Organizational Values and Job Behavior
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Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Dec 21, 2015

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Page 1: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–1

Strategic Importance of Performance Assessment

• Consistency Between Organizational Strategy and Job Behavior

• Consistency Between Organizational Values and Job Behavior

Page 2: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–2

Figure 10.1 Performance Management Cycle

Page 3: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–3

Table 10.1 Multiple Organizational Uses for Performance Appraisal Information

Source: J.N. Cleveland, K.R. Murphy, and R.E. Williams, “Multiple Uses of Performance Appraisal: Prevalence and Correlates,” Journal of Applied Psychology, Vol. 74. 1989, pp. 130-135. Copyright © 1989 by the American Psychological Association. Adapted with permission.

Page 4: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–4

Functions of Performance Assessment

• Performance Assessment as an Employee Development Tool– Goal Setting– Reinforcing and Sustaining Performance– Improving Performance– Determining Career Progression Goals– Determining Training Needs

Page 5: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–5

Functions of Performance Assessment (cont’d)

• Performance Assessment as an Administrative Tool – Linking Rewards to Performance– Evaluation of HRM Policies

and Programs

• Summary

Page 6: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–6

Criteria for a Good Appraisal System

• Validity

• Reliability

Page 7: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–7

Criteria for a Good Appraisal System (cont’d)

• Freedom from Bias– Legal Issues of Fairness

• Race Differences• Age Differences

– Freedom from Rating Errors• Leniency Errors• Severity Errors• Central Tendency Errors• Halo Errors

– Why Do Rating Errors Occur?• Unintentional Errors

– Cognitive Information Processing (CIP)– Schemas

• Practicality

Page 8: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–8

Table 10.2 Why Supervisors Inflate and Deflate Ratings

Source: Based on C.O. Longnecker, H.P. Sims, and D.A. Gioia, “Behind the Mask: The Politics of Employee Appraisal,” Academy of Management Executive, Vol. 1, 1987, pp. 183-193.

Page 9: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–9

Deciding What Types of Performance to Measure

• Trait-Based Appraisals

• Behavior-Based Appraisals

• Results-Based Appraisals

Page 10: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–10

Methods of Appraising Performance

• Objective Measures – Production Measures– Dollar Sales

• Opportunity Bias

– Personnel Data• Personnel Measures• Contamination

– Performance Tests– Business Unit Performance Measures– Overall Value

Page 11: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–11

Methods of Appraising Performance (cont’d)

• Subjective Measures– Comparative Procedures

• Ranking– Straight Ranking– Alternate Ranking– Paired-Comparison Ranking

• Forced Distribution• Advantages and Disadvantages of Comparative

Procedures

– Absolute Standards• Graphic Rating Scales• Mixed Standard Scales

Page 12: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–12

Figure 10.6 Examples of Typical Graphic Rating Scales

Page 13: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–13

Methods of Appraising Performance (cont’d)

• Subjective Measures (cont’d)

– Weighted Checklists• Critical-Incident Technique• Behaviorally Anchored Rating Scales (BARS)

– Behavioral Observation Scales (BOS)

• Management by Objectives

Page 14: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–14

Raters of Employee Performance

• Self-Evaluation

• Peer Evaluation

• Subordinate Evaluation

• Customer Evaluation

• 360-Degree Assessment

• Self Managed Teams

Page 15: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–15

Enhancing the Measurement of Employee Performance

• Training Evaluators– Rater Error Training (RET)– Frame-of-Reference (FOR) Training– Information-Processing Approaches

• Observation Training• Decision-Making Training

– Which Training Method is Best?

• Feedback to Evaluators

Page 16: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–16

Feedback of Results: The Performance Appraisal Interview

• Types of Feedback Interviews– Tell and Sell– Tell and Listen– Problem Solving

• Problems with the Appraisal Interview– Disagreement and Defensiveness– Multiple Purposes– Impression Management in the Feedback Process

Page 17: Copyright © Houghton Mifflin Company. All rights reserved. 10–1 Strategic Importance of Performance Assessment Consistency Between Organizational Strategy.

Copyright © Houghton Mifflin Company. All rights reserved. 10–17

Feedback of Results: The Performance Appraisal Interview (cont’d)

• Improving the Performance Appraisal Interview– Feedback Specificity– Subordinate Acceptance– Setting Clear Goals