Employee Performance Management

Employee Performance Management

Dr. Deming’s View

• A measurement of:– Training– Communication– Tools – And skill of supervisors

• Not necessarily an employees motivation

Effective Programs

• Integrate– Goal setting– Appraisal– Development

• A tool to focus an employee’s gifts on keeping an organization competitive

• Continuous Improvement– Understand where you are– Set higher and higher goals

Goal Setting

• Specific

• Measurable

• Control of outcome

• Challenging but doable

Process

• Clear job description

• Understandable appraisal collection and reporting system– Measures what is critical– Measures in a legitimate way

• Feedback

Tools

• Graphic system– Alternation (pick who you know and then rank

against peer group– Pair against each member of peer group one

at a time– Forced distribution model

• 15% high 15% low

• Behavioral Anchored Scales– Critical incidents

• Observed Behaviors

– Advantages• Accurate• Clear• Feedback• Independent Dimensions (Maybe high in one are

weak in another)• Consistency

• Management by Objectives– Set organizational goals– Set Department goals– Set individual goals (joint activity, provide appropriate

resources)– Conduct evaluation– Provide feedback– Downside

• Time• Establishing clear goals• Continual negotiation between employee wanting easy goals

and management higher goals

Macro Issues

• Halo/Horn Effect

• Unclear standards

• Central Tendency

• Strictness/leniency

• Bias

Who Should Evaluate

• Immediate supervisor

• Peers

• Self

• Subordinates

• Combination (360)

Create an Evaluation Scorecard

• CBA Professor– MBO

• 2 Metrics

– Behavioral• 2 Metrics