Performance Management Human Resource Management.

Performance Management

Human Resource ManagementHuman Resource Management

Requirements of Effective Performance Appraisals RelevanceRelevance

Clear link between Clear link between performance standards performance standards for a job and the for a job and the organization’s goalsorganization’s goals

Clear links between Clear links between critical job elements critical job elements identified through a job identified through a job analysis and the analysis and the dimensions to be rateddimensions to be rated

SensitivitySensitivity Distinguishes between Distinguishes between

good and poor workersgood and poor workers

ReliabilityReliability Consistent, accurateConsistent, accurate

AcceptabilityAcceptability PracticalityPracticality

Legal Issues

Performance appraisals constitute an Performance appraisals constitute an employment “test”employment “test”

Research shows that appraisal systems that Research shows that appraisal systems that are psychologically sound and effectively are psychologically sound and effectively designed management tools are nearly designed management tools are nearly always legally defensiblealways legally defensible

To Increase Legal Defensibility

Be consistent with all Be consistent with all employees across all employees across all policiespolicies

Keep careful Keep careful performance logs and performance logs and other documentation other documentation on all employees, not on all employees, not just problem just problem employeesemployees

Tactful honesty is the Tactful honesty is the best policybest policy

Never make promises Never make promises that cannot be keptthat cannot be kept

If an employee’s job is If an employee’s job is in danger due to poor in danger due to poor performance, tell performance, tell him/herhim/her

Case Law Recommendations

Conduct job analysisConduct job analysis Incorporate these characteristics into a rating Incorporate these characteristics into a rating

instrumentinstrument Train supervisors to use it properlyTrain supervisors to use it properly Include a formal appeals mechanismInclude a formal appeals mechanism Document the appraisal and reasons for decisionsDocument the appraisal and reasons for decisions Provide performance counseling or corrective Provide performance counseling or corrective

guidanceguidance

Methods of Appraising Performance

Form is only one Form is only one component; is a component; is a processprocess

Results-oriented Results-oriented methodsmethods MBOMBO Work planning and Work planning and

reviewreview

Behavior-oriented Behavior-oriented methodsmethods Narrative essayNarrative essay RankingRanking Paired comparisonsPaired comparisons Forced distributionsForced distributions Behavioral checklistsBehavioral checklists Critical incidentsCritical incidents Graphic rating scalesGraphic rating scales BARSBARS

In Successful Performance Management . . . Employees understand Employees understand

job expectationsjob expectations Many managers assume Many managers assume

employees know how employees know how to do their jobsto do their jobs

Develop performance Develop performance standardsstandards What is to be doneWhat is to be done How well it must be How well it must be

donedone

Supervisors must Supervisors must communicate regularlycommunicate regularly

Supervisors must Supervisors must regularly document regularly document employee performanceemployee performance

Supervisors and Supervisors and employees must employees must cooperatecooperate

Communication is Essential

The formal performance appraisal should hold no The formal performance appraisal should hold no surprisessurprises

Feedback should beFeedback should be FrequentFrequent HonestHonest ObjectiveObjective Related only to performanceRelated only to performance Both positive and negativeBoth positive and negative Tactful and sensitiveTactful and sensitive

Completing the Formal Appraisal

Refer frequently to documentationRefer frequently to documentation Be specific. Give examples and detailsBe specific. Give examples and details Ensure comments are job relatedEnsure comments are job related Be honestBe honest Managers usually review and approve Managers usually review and approve

supervisors’ ratingssupervisors’ ratings Employees do not have to be perfect to get Employees do not have to be perfect to get

the top ratingthe top rating

Performance Appraisal “Don’ts”

AvoidingAvoiding ProblemsProblems Negative issuesNegative issues Issues all year and save Issues all year and save

them for the formal them for the formal performance appraisalperformance appraisal

Rater errorsRater errors HaloHalo ContrastContrast RecencyRecency PrimacyPrimacy StringencyStringency LeniencyLeniency

Rating personality or Rating personality or potentialpotential

Performance Appraisal “Don’ts”

Giving an average or Giving an average or above average rating above average rating to a poor performerto a poor performer

Doing more than 70% Doing more than 70% of the talking in the of the talking in the interview interview

Preaching in the Preaching in the interviewinterview

Comparing the Comparing the employee to other employee to other employeesemployees

Showing Showing inconsistency or inconsistency or unfairness between unfairness between employeesemployees

Measuring personality Measuring personality traitstraits

Career Development

Human Resource ManagementHuman Resource Management

Major Thrusts of Career Programs Self-awarenessSelf-awareness ValuesValues AttitudesAttitudes Interests Interests ExperiencesExperiences SkillsSkills

Reality Testing

Confirming self-perceptions with othersConfirming self-perceptions with others Researching jobs and careersResearching jobs and careers Matching self characteristics with careersMatching self characteristics with careers Setting goals to achieve desired career goalsSetting goals to achieve desired career goals

More informationMore information Further educationFurther education Further experienceFurther experience Others (raising capital, etc.)Others (raising capital, etc.)

Action plan for goal achievementAction plan for goal achievement

Definition of Career

Career management important today becauseCareer management important today because Concerns for quality of work life and personal Concerns for quality of work life and personal

life planninglife planning Equal employment and affirmative action Equal employment and affirmative action Rising educational levels and occupational Rising educational levels and occupational

aspirationsaspirations Slow economic growth and reduced opportunities Slow economic growth and reduced opportunities

for advancementfor advancement

Career Management in Organizations Allows for efficient management of human Allows for efficient management of human

resources over timeresources over time Today's workers do not have a clear career path to Today's workers do not have a clear career path to

advance within an organizationadvance within an organization They are motivated if they see value in activities They are motivated if they see value in activities Require different management than that used for Require different management than that used for

workers thirty years agoworkers thirty years ago

Career Management in Organizations Global competition forced elimination of Global competition forced elimination of

management positionsmanagement positions Baby boomers have taken more places in the Baby boomers have taken more places in the

workforceworkforce Burnout and withdrawal unless given alternatives Burnout and withdrawal unless given alternatives

for challenge and achievementfor challenge and achievement Career stages are linked to time beginning various Career stages are linked to time beginning various

career phases, not age itselfcareer phases, not age itself

Career Management and Individual Responsibility Organizations are increasingly temporary Organizations are increasingly temporary

places to workplaces to work Individuals must manage their own careers Individuals must manage their own careers Most are unequipped to do soMost are unequipped to do so Career strategies provide systems for Career strategies provide systems for

organizations to deal with temporary organizations to deal with temporary employmentemployment

Career Management and Individual Responsibility Selecting field and employerSelecting field and employer

Have macro, long-range objectivesHave macro, long-range objectives Every potential employer must be judged by Every potential employer must be judged by

these long-term objectivesthese long-term objectives Accept short-term trade-ins for long term Accept short-term trade-ins for long term

benefitsbenefits Consider whether highly specialized jobs or Consider whether highly specialized jobs or

isolated job assignments might restrict attaining isolated job assignments might restrict attaining your long-range objectiveyour long-range objective

Career Management and Individual Responsibility Know where you areKnow where you are

Be aware of opportunities available to you in Be aware of opportunities available to you in your current positionyour current position

Assess your current performance, as well as Assess your current performance, as well as how management perceives your performancehow management perceives your performance

Recognize when you and your organization Recognize when you and your organization have outlived your utility for each otherhave outlived your utility for each other

Career Management and Individual Responsibility Organizations have responsibility toOrganizations have responsibility to

Plan in terms of shorter employment Plan in terms of shorter employment relationshipsrelationships Such as fixed-term employment contracts with Such as fixed-term employment contracts with

options for renegotiation and extensionoptions for renegotiation and extension

Invest adequate time and energy in job design Invest adequate time and energy in job design and equipmentand equipment