Performance Management and Appraisal 9 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-1
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Performance Management and Appraisal
9
Chapter 6-1
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives
1. Define performance management and discuss how it differs from performance appraisal.
2. Describe the appraisal process.
3. Set effective performance appraisal standards.
Chapter 9-2
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives4. Develop, evaluate, and administer
at least four performance appraisal tools.
5. Explain and illustrate the problems to avoid in appraising performance.
Chapter 9-3
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives6. Discuss the pros and cons of using
different raters to appraise a person’s performance.
7. Perform an effective appraisal interview.
Chapter 9-4
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Define performance management and discuss
how itdiffers from performance
appraisal.
Chapter 9-5
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Basic Concepts In Performance
Management and Appraisal• The performance appraisal process• Why appraise performance?• The importance of continuous
feedback• Performance managementoDefinition
Chapter 9-6
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Review
• The process • Why do it?• Continuous feedback• Performance management
Chapter 9-7
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Describe the appraisal process.
Chapter 9-8
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The Performance Appraisal Process
• Why appraise performance?• Continuous feedback• Performance management
Chapter 9-9
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Review• Pay and promotions• Planning• Career planning• Training and development• Ongoing feedback• Teamwork and change
Chapter 9-10
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Set effective performance appraisal standards.
Chapter 9-11
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Employee’s Goals and
Performance Standards• HR in practice: how to set effective
goalsoAssign specific goalsoAssign measurable goalsoAssign challenging but doable goalsoEncourage participation
Chapter 9-12
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Employee’s Goals and
Performance Standards
• Basing appraisal standards on required competencies
• The role of job descriptions
Chapter 9-13
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Who Should Do the Appraising?
• Peer appraisals• Rating committees• Self-ratings• Appraisal by subordinates• 360-degree feedback
Chapter 9-14
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Techniques for Appraising Performance
• Graphic rating scale method
• What to rate?
Chapter 9-15
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Review
• Effective goals• Competencies• Job descriptions• Appraisers
Chapter 9-16
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Develop, evaluate, and administer at least four
performance appraisal tools.
Chapter 9-17
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Performance Appraisal Tools
• Alternation ranking • Paired comparison • Forced distribution • Critical incident • Narrative forms• Behaviorally Anchored Rating Scales
(BARS)Chapter 9-18
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Performance Appraisal Tools
• Mixed standard scales• Management by objectives (MBO)• Computerized and web-based
performance appraisal• Electronic performance monitoring
(EPM)
Chapter 9-19
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Review
• BARS• Scales• MBO• Computerized• EPM
Chapter 9-20
• Alternation• Pairs• Distribution• Incidents• Narratives
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Explain and illustrate the problems to avoid in
appraising performance.
Chapter 9-21
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Dealing with Appraisal Problems and Interviews
• Potential appraisal problemsoUnclear standardsoHalo effectoCentral tendencyoLeniency or strictnessoRecency effectsoBias
Chapter 9-22
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Review
Chapter 9-23
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Discuss the pros and cons of using different
raters to appraise a person’s performance.
Chapter 9-24
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Guidelines for Effective Appraisals
• Know the problems• Use the right tool• Keep a diary• Get agreement on a plan• Ensure fairness• Appraisals and the law
Chapter 9-25
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Review• Problems• Tools• Records• Fairness• Legal• Ethics
Chapter 9-26
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Perform an effective appraisal interview.
Chapter 9-27
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Managing the Appraisal Interview
• Types of appraisal interviews• How to conduct the appraisal
interviewoObjective dataoDon’t get personaloEncouragementoAgreement
Chapter 9-28
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Managing the Appraisal Interview
• Handling a defensive subordinate• Criticizing a subordinate• The formal written warning• Realistic appraisals
Chapter 9-29
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Performance Management
• Performance management vs. appraisals
• Information technology • Talent management • Appraisal and active management• Segmenting employees
Chapter 9-30
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Performance Management Summary
• Direction sharing• Goal alignment• Ongoing performance monitoring• Ongoing feedback• Coaching and developmental• Recognition and rewards
Chapter 9-31
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Review
• Type of interviews• Defensiveness• Criticism• Warnings• Realism• Performance management vs.
appraisals• Talent management
Chapter 9-32
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Chapter 9-33
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