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TEACHER PERFORMANCE
Dr. Tengku Faekah binti Tengku Ariffin
Educational Studies
College of Arts & Sciences
SKP Building 0.89
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HUMAN RESOURCE PRACTICES
Performance Management
In Performance Appraisal:
you assess employees' performance
Communication is a one-way channel
blame is the name of the game you look back to the past
In Performance Management:
you make plan how to improve performance
there is dialogue between the supervisor andsubordinates
problem-solving is the focus
focus on the present and the future.
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HUMAN RESOURCE PRACTICES
Purposes of Performance Management
Measurement of Produc t iv i ty
You can measure performance of both routine and
non-routine tasks, expected behavior, conformance
to rules and procedures, and achievement of keyperformance indicators (KPI).
Commun icat ion o f Performance Resu l ts
Implementing a two-way communication makes
your employees more motivated and confident.Feedback gives opportunities to your employees to
make improvement and to correct any weakness.
Expectations are clarified.
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HUMAN RESOURCE PRACTICES
Purposes of Performance Management
Training and Developm ent Needs
Workforce performance evaluation can assist you to identify
competency gaps that affect performance. You can identify the
training and development needs of each of your people.
Decision Making You can use the evaluation results to make decisions on
performance incentives for good performers. It can also help in
making decisions on employee retention, redeployment,
promotion, or, in the worst case scenario, termination.
Provid ing Real-Time Human Resource Info rmation
The results can help in the review of your recruitment policy,
selection method, the job description, and performance
standards and measurement.
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HUMAN RESOURCE PRACTICES
Performance Management Process
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HUMAN RESOURCE PRACTICES
Performance Management Process
Review Identify your employees important job functions.
How does the employees job contribute to the goals of your
organization?
Plan What are required in order to 'do the job well? Your employee is
the best person to consult in defining and re-defining the job.
How will you measure job performance?
Develop What are the barriers that hinder good performance and how can
you and your employee minimize or eliminate them?
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HUMAN RESOURCE PRACTICES
Performance Management Process
Perform Implement the performance evaluation
Give feedback and reward (or punishment?)
How can you and your subordinate work together to improve his
or her performance?
Assess Evaluate the whole process of performance appraisal and see
where you can improve the cycle
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HUMAN RESOURCE PRACTICES
Performance Appraisal Techniques
Critical Incident Technique Keeps a log of a persons
effective and ineffective jobbehavior
Paired Comparison
Rates employees againsteach other
Multi-person Comparison
Rates employees againsteach other
Forced Distributions
Group employees base d onsimilar performance criteria
Quota system
Checklist method Presence-absence qtns
360 Degree feedback Includes superiors,
subordinates, peers and evenclients (students) in the appraisalprocess
Graphic Rating Scale
Based on a set ofcharacteristics or traits
Behavioral Rating Scale
Based on identified performancebehaviors
Management by Objectives Identify the key performance
indicators which meet theobjectives
Evaluate performance based onKPI
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HUMAN RESOURCE PRACTICES
Weaknesses Performance Management
Employee Appraisal Aversion Factors
Rating bias
Appraisal hypocrisy insincere, double-
standards
Poor informal feedback
Poor communication during formal feedback
sessionsRater errors they are not given adequate
training to equip them with performance
management skills.
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HUMAN RESOURCE PRACTICES
Weaknesses Performance Management
Employee Appraisal Aversion Factors
Vague rating methods.
Some tasks are not easy to measure or
impossible to measure.
Performance standards are not clearly
defined.
Evaluation is often deferred.Recent events, whether positive or negative,
are given undue weight.
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HUMAN RESOURCE PRACTICES
Weaknesses Performance Management
Employee Appraisal Aversion Factors
Employees are not given the opportunity to
comment on the assessment results.
The evaluation results are not used in
management decisions.
Rater appraisal self appraisal mismatch
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HUMAN RESOURCE PRACTICES
Performance Appraisals
Sample forms