1 Management in Healthcare Rami Gharaibeh ©. 2 Chapter 1 Rami Gharaibeh © Gaining a Competitive...
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- Slide 1
- 1 Management in Healthcare Rami Gharaibeh
- Slide 2
- 2 Chapter 1 Rami Gharaibeh Gaining a Competitive Advantage
- Slide 3
- 3 Important Terms Rami Gharaibeh Introduction Core competency
refers to fundamental knowledge, ability, or expertise in a
specific subject area or skill set. It defines what a firm does
best. Core competency for Mercedes is car manufacturing, for
McDonalds is fast food serving, for JUST is teaching, etc. Firms
with similar core competency form an industry and they become
rivals of each other
- Slide 4
- 4 Important Terms Rami Gharaibeh Introduction Competitive
advantage refers to a companys ability to maintain and gain market
share in its industry. Ex., safety is a competitive advantage for
Volvo
- Slide 5
- 5 Important Terms Rami Gharaibeh How is the HRM Function
Changing? IT is allowing firms to utilize two concepts, which in
turn is affecting HRM Self-service refers to providing internal or
external customers online access to information thus allowing them
to serve themselves Outsourcing refers to the practice of having
another company provide services
- Slide 6
- 6 Important Terms Rami Gharaibeh Competitive Challenges Three
competitive challenges that companies now face will increase the
importance of HRM practices: The Global Challenge The Challenge of
Sustainability The Technology Challenge
- Slide 7
- 7 Important Terms Rami Gharaibeh Competitive Challenges
Sustainability refers to the ability of a company to survive and
succeed in a dynamic competitive environment Stakeholders refers to
shareholders, the community, customers, and all other parties that
have an interest in seeing that the company succeeds
- Slide 8
- 8 Important Terms Rami Gharaibeh Competitive Challenges
Sustainability includes the ability to: deal with economic and
social changes, engage in responsible and ethical business
practices, provide high quality products and services, and put in
place methods to determine if the company is meeting stakeholders
needs.
- Slide 9
- 9 Important Terms Rami Gharaibeh Competitive Challenges
Knowledge is becoming more valuable Intellectual capital refers to
the creativity, productivity, and service provided by employees
Knowledge workers are employees who contribute to the company not
through manual labor but through a specialized body of knowledge
Empowerment means giving employees responsibility and authority to
make decisions regarding all aspects of product development or
customer service
- Slide 10
- 10 Important Terms Rami Gharaibeh Competitive Challenges
Organizational learning refers to the process of adaptation to
environmental changes. Adaptation involves learning and changing
behavior accordingly A learning organization refers to the an
organization that performs organizational learning at a high
frequency
- Slide 11
- 11 Important Terms Rami Gharaibeh Competitive Challenges
Companies are finding that to survive they must compete in
international markets as well as fend off foreign corporations
attempts to gain ground in the U.S. Every business must be prepared
to deal with the global economy. This is made easier by
technology.
- Slide 12
- 12 Important Terms Rami Gharaibeh Competitive Challenges
Technology has reshaped the way we play, plan our lives, and where
we work The overall impact of the Internet The Internet has created
a new business model e- commerce in which business transactions and
relationships can be conducted electronically.
- Slide 13
- 13 Important Terms Rami Gharaibeh Competitive Challenges
Advances in technology have: changed how and where we work,
resulted in high-performance models of work systems, increased the
use of teams to improve customer service and product quality,
changed skill requirements, increased working partnerships
- Slide 14
- 14 Chapter 2 Rami Gharaibeh Strategic Human Resource
Management
- Slide 15
- 15 Definition Rami Gharaibeh What is Strategic Management
Strategic Management is a process for analyzing a company's
competitive situation, developing the company's strategic goals,
and devising a plan of action and allocation of resources that will
help a company achieve its goals. Strategic human resource
management is the pattern of planned human resource deployments and
activities intended to enable an organization to achieve its
goals.
- Slide 16
- 16 Important Terms Rami Gharaibeh Components of Strategic
Management Process Strategy Formulation Strategy
Implementation
- Slide 17
- 17 Important Terms Rami Gharaibeh Strategy Formulation using
the mission statement as their framework, the Strategic planning
team will use their vision to run SWOT analysis. The results of the
SWOT analysis is information that will be used to formulate the
organizational goals. the team will then determine the
organizational strategy and the strategy will imply the HR
needs
- Slide 18
- 18 Important Terms Rami Gharaibeh Strategy Formulation The SWOT
analysis includes: External analysis: identifying opportunities
& threats Internal analysis: identifying strengths and
weaknesses
- Slide 19
- 19 Important Terms Rami Gharaibeh Strategy Implementation This
includes structuring the organization, allocating resources,
ensuring that the firm has skilled employees in place, and
developing reward systems that align employee behavior with the
strategic goals. Strategy implementation includes all HR
practices
- Slide 20
- 20 Important Terms Rami Gharaibeh Strategic Choice HR Practices
Recruiting, Training, Performance management, Labor relations,
Employee relations, Job analysis Job design, Selection,
Development, Pay structure, Incentives, Benefits Firm Performance
Productivity, Quality, Profitability Human Resource Actions
Behaviors, Results Human Resource Capability Skills, Abilities,
Knowledge Human Resource Needs Skills Behavior Culture Mission
Goals Internal Analysis Strengths Weaknesses External Analysis
Opportunities Threats Strategy Formulation Strategy
Implementation
- Slide 21
- 21 Important Terms Rami Gharaibeh VisionMission Strategic
Choice Internal analysis Strengths Weaknesses External analysis
Opportunities Threats Goals SWOT analysis feedback
- Slide 22
- 22 Important Terms Rami Gharaibeh Competitive Challenges HR
Practices Job analysis Job design Recruiting Selection Training
Performance management Development Firm Performance Productivity,
Quality, Profitability Human Resource Actions Behaviors, Results
Human Resource Capability Skills, Abilities, Knowledge Human
Resource Needs Skills Behavior Culture Level of utilization Level
of Goal achievement feedback
- Slide 23
- 23 Important Terms Rami Gharaibeh Competitive Challenges Five
components of the strategic management process: A mission is a
statement of the organization's reasons for being. Goals are what
the organization hopes to achieve in the medium-to long-term future
External analysis consists of examining the organization's
operating environment to identify strategic opportunities and
threats. Internal analysis attempts to identify the organization's
strengths and weaknesses. Strategic choice is the organization's
strategy, which describes the ways the organization will attempt to
fulfill its mission and achieve its long term goals.
- Slide 24
- 24 Important Terms Rami Gharaibeh Competitive Challenges Job
Analysis: the process of getting detailed information about jobs.
Job design: making decisions about what tasks should be grouped
into a particular job. Recruitment: the process through which the
organization seeks applicants. Selection: identifying the
applicants with the appropriate knowledge, skills, and ability.
Training: a planned effort to facilitate learning of job-related
knowledge, skills, and behavior. Performance management: helps
ensure that employees activities and outcomes are congruent with
the organizations objectives. Development: the acquisition of
knowledge, skills, and behavior that improves employees' ability to
meet the challenges of future jobs.
- Slide 25
- 25 Important Terms Rami Gharaibeh Competitive Challenges
- Slide 26
- 26 Important Terms Rami Gharaibeh Competitive Challenges
- Slide 27
- 27 Important Terms Rami Gharaibeh Competitive Challenges
- Slide 28
- 28 Important Terms Rami Gharaibeh Competitive Challenges
- Slide 29
- 29 Chapter 3 Rami Gharaibeh Job Analysis & Design
- Slide 30
- 30 Job Analysis Rami Gharaibeh Importance Job analysis is
central to all other HR activities
- Slide 31
- 31 Importance. Job Analysis Job Design HR Planning Recruitment
Selection Performance Management Training & Development Job
Analysis Rami Gharaibeh
- Slide 32
- 32 What is Job analysis It is about obtaining two types of
information. Job Analysis Rami Gharaibeh Job Description Job
Specifications
- Slide 33
- 33 Job Description Provides information on job TDR. Job
Analysis Rami Gharaibeh Duties Tasks Responsibilities
- Slide 34
- 34 Job Description Provides information on job TDR. Job
Analysis Rami Gharaibeh Duty 1 Task 1 R1 Task 2Task 3 R2R3R2R1
R2R3R4 Duty 2 Task 1 R1 Task 2 R2R3R2R1R4R5R6R7
- Slide 35
- 35 Job Description Example Job Title: Maintenance Mechanic 1.
Duty 1 (40% of job time) Maintenance of Equipment 2. Duty 2 (40% of
job time) Repair of Equipment 3. Duty 3 (10% of job time) Testing
and Approval 4. Duty 4 (10% of job time) Maintain Stock. Job
Analysis Rami Gharaibeh
- Slide 36
- 36 Job Description Example Job Title: Maintenance Mechanic. Job
Analysis Rami Gharaibeh Duty 1: Maintenance of Equipment (40%)
maintain log of all maintenance activities Replace parts &
fluids Check for deviances Prevent unauthorized access Store safely
Follow Manufacturers manual Use calibrated instruments Follow
Manufacturers manual
- Slide 37
- 37 Job Description Example Job Title: Maintenance Mechanic. Job
Analysis Rami Gharaibeh Duty 2: Repair of Equipment (40%)
- Slide 38
- 38 Job Description Example Job Title: Maintenance Mechanic. Job
Analysis Rami Gharaibeh Duty 3: Testing & Approval (10%)
- Slide 39
- 39 Job Description Example Job Title: Maintenance Mechanic. Job
Analysis Rami Gharaibeh Duty 4: Maintain Stock (10%)
- Slide 40
- 40 Job Specifications Is the answer to the question What are
the specifications a person should have in order to be able to
perform the TDRs of the job?. Job Analysis Rami Gharaibeh
- Slide 41
- 41 Job Specifications The specifications of a person are
described as his/her KSAOs. Job Analysis Rami Gharaibeh Knowledge
Skills Abilities Others (mainly traits)
- Slide 42
- 42 Knowledge factual or procedural information that is
necessary for successfully performing a particular task Example A
surgeon knows the procedure to remove a diagnosed cancer. Job
Analysis Rami Gharaibeh
- Slide 43
- 43 Skills an individuals level of proficiency at performing a
particular task Example two surgeons (A and B) know the procedure
to remove a diagnosed cancer, yet A is more skillful than B. this
means that the success rate of the operation when carried out by A
is higher.. Job Analysis Rami Gharaibeh
- Slide 44
- 44 Abilities refers to a more general enduring capability that
an individual possesses. Example surgeon A has the following
abilities: high arm-hand steadiness, fast reaction time and high
level of finger dexterity.. Job Analysis Rami Gharaibeh
- Slide 45
- 45 Traits a characteristic feature or quality distinguishing a
particular person Example surgeon A is compassionate, less greedy,
cooperative, eager to learn and inquisitive.. Job Analysis Rami
Gharaibeh
- Slide 46
- 46 Sources of Information The posed question is Who is able to
provide information on a job s TDRs and KSAOs?. Job Analysis Rami
Gharaibeh
- Slide 47
- 47 Sources of Information The answer is Subject Matter Experts
(SME) Any job has two types of SMEs. Job Analysis Rami Gharaibeh -
The individuals who experienced the nature of the job - The
individuals who supervised similar jobs
- Slide 48
- 48 Sources of Information Example of SMEs To analyze the job of
a nurse, the SMEs are. Job Analysis Rami Gharaibeh - a nurse - a
chief nurse or a doctor
- Slide 49
- 49 Methods for Obtaining Information The posed question is How
do we obtain the information from SMEs?. Job Analysis Rami
Gharaibeh
- Slide 50
- 50 Methods for Obtaining Information The answer is, by using
one or more of these four methods. Job Analysis Rami Gharaibeh
Position Analysis Questionnaire (PAQ) Task Analysis Inventory
Fleishman Analysis System (FJAS) Occupational Information Network
(O*NET) )
- Slide 51
- 51 Position Analysis Questionnaire A standardized job analysis
questionnaire containing 194 items. These items are grouped into
six sections: Information input Mental processes Work output
Relationships with other persons Job context Other characteristics.
Job Analysis Rami Gharaibeh
- Slide 52
- 52 Position Analysis Questionnaire Advantages: Can be
generalized across a wide variety of jobs Allows for comparisons
across jobs It covers: work context, input, output and processes..
Job Analysis Rami Gharaibeh
- Slide 53
- 53 Position Analysis Questionnaire Disadvantages: Valid
completion of PAQ requires training. It is not ideal for developing
job descriptions because of its generalizability.. Job Analysis
Rami Gharaibeh
- Slide 54
- 54 Task Analysis Inventory Focuses on analyzing all the tasks
performed in the focal job. Generate a list of tasks Rate each task
on several dimensions: Amount of time required Frequency of tasks
Relative importance Relative difficulty. Job Analysis Rami
Gharaibeh
- Slide 55
- 55 Flieshman Analysis System This system is based on a taxonomy
of abilities that adequately represent all the dimensions relevant
to work. The taxonomy includes 52 cognitive, psychomotor, physical
and sensory abilities.. Job Analysis Rami Gharaibeh
- Slide 56
- 56 Occupational Information Network Dictionary of occupational
titles Helping public employment system in linking demand for
skills with supply for skills. It included 12,000 jobs. Updated in
1998 to O*NET. http://Online.onetcenter.org. Job Analysis Rami
Gharaibeh
- Slide 57
- 57 Rami Gharaibeh Job Design What is Job Design In case of a
new job title, then job design means to describe the jobs TDRs and
KSAOs In case of revising a current job, then we will be carrying
out a job redesign. This involves modifying the current TDRs and
KSAOs.
- Slide 58
- 58 Rami Gharaibeh Job Design Business sector Job
analyst/designer Job analysis New firm Job design Enter
business
- Slide 59
- 59 Rami Gharaibeh Job Design The analyst/designer will obtain
information on TDRs and KSAOs and generate information on TDRs and
KSAOs The output is guided by the input but is not a replicate of
it. The firms strategy and competitive advantage will affect its
job design
- Slide 60
- 60 Rami Gharaibeh Job Design when designing a job, the designer
will follow one of these approaches mechanistic approach
motivational approach biological approach
- Slide 61
- 61 Rami Gharaibeh Job Design Mechanistic Approach Has its roots
in classical industrial engineering. Focuses on designing jobs
around the concepts of task specialization, skill simplification,
and repetition. Scientific management, one of the earliest
mechanistic approaches, sought to identify the one best way to
perform the job through the use of time-and-motion studies.
- Slide 62
- 62 Rami Gharaibeh Job Design Mechanistic Approach The
scientific management approach was built upon in later years and
resulted in a mechanistic approach that calls for the job to be
designed very simply. New employees can be trained to perform the
job quickly and inexpensively.
- Slide 63
- 63 Rami Gharaibeh Job Design Motivational Approach The
motivational approach to job design focuses on the job
characteristics that affect the psychological meaning and
motivational potential of job design. A focus on increasing job
complexity through job enlargement, job enrichment, and the
construction of jobs around sociotechnical systems. A model of how
job design affects employee reaction is the Job Characteristics
Model.
- Slide 64
- 64 Rami Gharaibeh Job Design Motivational Approach Core Job
Dimensions Skill Variety Task Identity Task Significance Autonomy
Feedback Psychological States Meaningful Work Responsibility for
Outcome Knowledge of Results Work Outcomes High Motivation High
Quality of Work High Satisfaction Low Absenteeism and Turnover
- Slide 65
- 65 Rami Gharaibeh Job Design Biological Approach Comes
primarily from the sciences of biomechanics, or the study of body
movements Is referred to as ergonomics, or the concern with
examining the interface between individuals' physiological
characteristics and the physical work environment. The goal of this
approach is to minimize the physical strain on the worker by
structuring the physical work environment around the way the body
works. Focuses on outcomes such as physical fatigue, aches and
pains, and health complaints.
- Slide 66
- 66 Rami Gharaibeh Job Design Job Design Approach Positive
Outcomes Negative Outcomes Motivational Mechanistic Biological
Perceptual-Motor Higher job satisfaction Higher motivation Greater
job involvement Lower absenteeism Decreased training time Higher
utilization levels Lower likelihood of error Less chance of mental
overload and stress Less physical effort Less physical fatigue
Fewer health complaints Fewer medical incidences Lower absenteeism
Higher job satisfaction Lower likelihood of error Lower likelihood
of accidents Less chance of mental overload and stress Lower
training time Higher utilization levels Increased training time
Lower utilization levels Greater likelihood of error Greater chance
of mental overload and stress Lower job satisfaction Lower
motivation Higher absenteeism Higher financial costs because of
changes in equipment or job environment Lower job satisfaction
Lower motivation
- Slide 67
- 67 Chapter 4 Rami Gharaibeh Performance Management
- Slide 68
- 68 Rami Gharaibeh Performance Management Definitions
Performance management is the process through which managers ensure
that employee activities and outputs are congruent with the
organization's goals
- Slide 69
- 69 Rami Gharaibeh Performance Management Definitions
Performance Appraisal is the process through which an organization
gets information on how well an employee is doing his or her
job
- Slide 70
- 70 Rami Gharaibeh Performance Management Definitions
Performance Feedback is the process of providing employees
information regarding their performance effectiveness
- Slide 71
- 71 Rami Gharaibeh Performance Management Why Performance
Management Strategic Decisions Developmental Decisions
Administrative Decisions Performance management
- Slide 72
- 72 Rami Gharaibeh Performance Management Why Performance
Management Strategic Decisions Developmental Decisions
Administrative Decisions Employee A Low communication skills First
round of appraisal
- Slide 73
- 73 Rami Gharaibeh Performance Management Why Performance
Management Strategic Decisions Decision to enroll A in training
session Administrative Decisions Employee A Low communication
skills
- Slide 74
- 74 Rami Gharaibeh Performance Management Why Performance
Management Strategic Decisions Decision to enroll A in training
session Administrative Decisions Second round of appraisal
- Slide 75
- 75 Rami Gharaibeh Performance Management Why Performance
Management Strategic Decisions Developmental Decisions
Administrative Decisions STILL Low communication skills Second
round of appraisal
- Slide 76
- 76 Rami Gharaibeh Performance Management Why Performance
Management Strategic Decisions Developmental Decisions Decision to
issue punishment STILL Low communication skills
- Slide 77
- 77 Rami Gharaibeh Performance Management Why Performance
Management Strategic Decisions Developmental Decisions
Administrative Decisions Third round of appraisal
- Slide 78
- 78 Rami Gharaibeh Performance Management Why Performance
Management Strategic Decisions Developmental Decisions
Administrative Decisions STILL Low communication skills
- Slide 79
- 79 Rami Gharaibeh Performance Management Why Performance
Management Strategic Decisions Developmental Decisions Decision to
lay off Employee A STILL Low communication skills
- Slide 80
- 80 Rami Gharaibeh Performance Appraisal Performance Appraisal
Instruments These are the instruments used to measure the
performance of employees In many occasions these instruments are
simple forms containing may be 10 questions which a manager has to
fill out
- Slide 81
- 81 Rami Gharaibeh Performance Appraisal Performance Appraisal
Instruments Are the results of these instruments dependable? If
not, then all decisions based on these results are wrong How do we
know that our instruments are useful?
- Slide 82
- 82 Rami Gharaibeh Performance Appraisal Performance Appraisal
Instruments Appraisal instruments have to come high on four
criteria Reliability Validity Specificity Acceptability
- Slide 83
- 83 Rami Gharaibeh Performance Appraisal Reliability Reliability
is the consistency of your measurement, or the degree to which an
instrument measures the same way each time it is used under the
same condition with the same subjects. In short, it is the
repeatability of your measurement. A measure is considered reliable
if a person's score on the same test given twice is similar.
- Slide 84
- 84 Rami Gharaibeh Performance Appraisal Reliability The concept
of random error is closely related to the concept of precision The
higher the precision of a measurement instrument, the smaller the
variability of the fluctuations in its readings..
- Slide 85
- 85 Rami Gharaibeh Performance Appraisal Validity A valid
measure is one that measures what it is intended to measure
- Slide 86
- 86 Rami Gharaibeh Performance Appraisal Validity Best available
approximation to the truth or falsity of a given inference,
proposition or conclusion Cook and Campbell (1979) In short, were
we right?
- Slide 87
- 87 Rami Gharaibeh Performance Appraisal Specificity The extent
to which a performance measure gives detailed guidance to employees
about what is expected of them and how they can meet these
expectations
- Slide 88
- 88 Rami Gharaibeh Performance Appraisal Acceptability The
extent to which a performance measure is deemed to be satisfactory
or adequate by those who use it
- Slide 89
- 89 Rami Gharaibeh Performance Appraisal Acceptability
Acceptability has to be considered on the side of the employee as
well as on the side of the manager
- Slide 90
- 90 Rami Gharaibeh Performance Appraisal What Are We Appraising?
We are appraising the employees level in performing his/her TDRs
Since the TDRs are linked to the KSAOs, then a low score in TDRs
would hint a weakness in KSAOs
- Slide 91
- 91 Rami Gharaibeh Performance Appraisal KSAOs TDRs
InputPerformance Processes Product/ service Apply them in To
produce What Are We Appraising?
- Slide 92
- 92 Rami Gharaibeh Performance Appraisal What Are We Appraising?
KSAOs TDRs Appraisal instrument InputPerformance Processes Product/
service Apply them in To produce measure compare Reference
- Slide 93
- 93 Rami Gharaibeh Performance Appraisal What Are We Appraising?
KSAOs TDRs Appraisal instrument InputPerformance Processes Product/
service Apply them in To produce reference performance Negative
performance reveals
- Slide 94
- 94 Rami Gharaibeh Performance Appraisal What Are We Appraising?
KSAOs TDRs Appraisal instrument InputPerformance Processes Product/
service Apply them in To produce reference performance Negative
performance reveals Because of low
- Slide 95
- 95 Rami Gharaibeh Performance Appraisal What Are We Appraising?
Appraisal instrument InputPerformance Processes Apply them in To
produce KSAOs TDRs Product/ service links
- Slide 96
- 96 Rami Gharaibeh Performance Appraisal How Do We Design an
Instrument? Since each job has its own KSAOs then it is logical to
think of a customized performance appraisal instrument for each
job
- Slide 97
- 97 Rami Gharaibeh Performance Appraisal How Do We Design an
Instrument? There are five approaches Comparative Attribute
Behavioral Result Quality
- Slide 98
- 98 Rami Gharaibeh Performance Appraisal Comparative Approach
Four techniques within this approach Simple ranking Alternation
ranking Forced distribution Paired comparison
- Slide 99
- 99 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks performances from highest to lowest
- Slide 100
- 100 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking KSAOs TDRs Product/ service Employee A
- Slide 101
- 101 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking KSAOs TDRs Product/ service KSAOs TDRs Employee A
Employee B Product/ service
- Slide 102
- 102 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking KSAOs TDRs Product/ service KSAOs TDRs Product/
service KSAOs TDRs Product/ service Employee A Employee B Employee
C Product/ service Product/ service
- Slide 103
- 103 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking KSAOs TDRs Product/ service KSAOs TDRs Product/
service KSAOs TDRs Product/ service Employee A Employee B Employee
C Product/ service Product/ service KSAOs TDRs Product/ service
Product/ service Employee D
- Slide 104
- 104 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Employees Performances
- Slide 105
- 105 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest Employees Appraisal
High performance Low performance
- Slide 106
- 106 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance What about Reliability?
- Slide 107
- 107 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance Can you arrange the colors in the same order in every
trial?
- Slide 108
- 108 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance If not, then reliability is low
- Slide 109
- 109 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance What about validity?
- Slide 110
- 110 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance Even if you always come up with the same order of
colors, is this order indeed the RIGHT ORDER?
- Slide 111
- 111 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance If not, then low validity
- Slide 112
- 112 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance What about specificity?
- Slide 113
- 113 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance Does this ordering tell any employee what he needs to
do in order to move up?
- Slide 114
- 114 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance It does not, so low specificity
- Slide 115
- 115 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance What about acceptability?
- Slide 116
- 116 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance Because low reliability, low validity, low specificity
then low acceptability
- Slide 117
- 117 Rami Gharaibeh Performance Appraisal Comparative Approach
Simple ranking Ranks from highest to lowest High performance Low
performance Still, managers accept it because it is simple
- Slide 118
- 118 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees Employees
Appraisal BestWorst
- Slide 119
- 119 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees Employees
Appraisal BestWorst
- Slide 120
- 120 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees Employees
Appraisal BestWorst
- Slide 121
- 121 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees Employees
Appraisal BestWorst
- Slide 122
- 122 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees
BestWorst
- Slide 123
- 123 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees High
performance Low performance
- Slide 124
- 124 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees High
performance Low performance What about Reliability?
- Slide 125
- 125 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees High
performance Low performance It is improved
- Slide 126
- 126 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees High
performance Low performance What about validity?
- Slide 127
- 127 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees High
performance Low performance It is improved
- Slide 128
- 128 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees High
performance Low performance What about specificity?
- Slide 129
- 129 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees High
performance Low performance Not changed
- Slide 130
- 130 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees High
performance Low performance What about acceptability?
- Slide 131
- 131 Rami Gharaibeh Performance Appraisal Comparative Approach
Alternation ranking Crossing off best and worst employees High
performance Low performance Not changed
- Slide 132
- 132 Rami Gharaibeh Performance Appraisal Comparative Approach
Forced distribution Employees are ranked in groups Employees
- Slide 133
- 133 Rami Gharaibeh Performance Appraisal Comparative Approach
Forced distribution Employees are ranked in groups Employees
Appraisal High performance Low performance
- Slide 134
- 134 Rami Gharaibeh Performance Appraisal Comparative Approach
Forced distribution Employees are ranked in groups Employees
Appraisal High performance Low performance
- Slide 135
- 135 Rami Gharaibeh Performance Appraisal Comparative Approach
Forced distribution Employees are ranked in groups High performance
Low performance What about reliability?
- Slide 136
- 136 Rami Gharaibeh Performance Appraisal Comparative Approach
Forced distribution Employees are ranked in groups High performance
Low performance More improvement
- Slide 137
- 137 Rami Gharaibeh Performance Appraisal Comparative Approach
Forced distribution Employees are ranked in groups High performance
Low performance What about validity?
- Slide 138
- 138 Rami Gharaibeh Performance Appraisal Comparative Approach
Forced distribution Employees are ranked in groups High performance
Low performance More improvement
- Slide 139
- 139 Rami Gharaibeh Performance Appraisal Comparative Approach
Forced distribution Employees are ranked in groups High performance
Low performance What about specificity?
- Slide 140
- 140 Rami Gharaibeh Performance Appraisal Comparative Approach
Forced distribution Employees are ranked in groups High performance
Low performance Not changed
- Slide 141
- 141 Rami Gharaibeh Performance Appraisal Comparative Approach
Forced distribution Employees are ranked in groups High performance
Low performance What about acceptability?
- Slide 142
- 142 Rami Gharaibeh Performance Appraisal Comparative Approach
Forced distribution Employees are ranked in groups High performance
Low performance Not changed
- Slide 143
- 143 Rami Gharaibeh Performance Appraisal Comparative Approach
Paired comparison Managers compare every employee with every other
employee in the work group
- Slide 144
- 144 Rami Gharaibeh Performance Appraisal Comparative Approach
0000 1111 0001 1101 0101 21304 result
- Slide 145
- 145 Rami Gharaibeh Performance Appraisal Comparative Approach
0000 1111 0001 1101 0101 21304 result Appraisal
- Slide 146
- 146 Rami Gharaibeh Performance Appraisal Comparative Approach
What about reliability?
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- 147 Rami Gharaibeh Performance Appraisal Comparative Approach
More improvement
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- 148 Rami Gharaibeh Performance Appraisal Comparative Approach
What about validity?
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- 149 Rami Gharaibeh Performance Appraisal Comparative Approach
More improvement
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- 150 Rami Gharaibeh Performance Appraisal Comparative Approach
What about specificity?
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- 151 Rami Gharaibeh Performance Appraisal Comparative Approach
Not changed
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- 152 Rami Gharaibeh Performance Appraisal Comparative Approach
What about acceptability?
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- 153 Rami Gharaibeh Performance Appraisal Comparative Approach
Not changed
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- 154 Rami Gharaibeh Performance Appraisal Attribute Approach Two
techniques within this approach Graphic Rating Scale (GRS) Mixed
Rating Scale (MRS)
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- 155 Rami Gharaibeh Performance Appraisal Attribute Approach
Graphic Rating Scale A list of traits is evaluated by a five-point
rating scale
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- 156 Rami Gharaibeh Performance Appraisal Attribute Approach
Graphic Rating Scale pooradequateVery goodexcellentdistinguished
12345 Team work 12345 Creativity 12345 Initiative 12345
communication
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- 157 Rami Gharaibeh Performance Appraisal Attribute Approach
Graphic Rating Scale pooradequateVery goodexcellentdistinguished
12345Team work 12345Creativity 12345Initiative 12345communication
Employee A
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- 158 Rami Gharaibeh Performance Appraisal Attribute Approach
Graphic Rating Scale pooradequateVery good excelle nt distinguish
ed 12345Team work 12345Creativity 12345Initiative
12345communication Employee A What about reliability?
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- 159 Rami Gharaibeh Performance Appraisal Attribute Approach
Graphic Rating Scale pooradequateVery good excelle nt distinguish
ed 12345Team work 12345Creativity 12345Initiative
12345communication Employee A More improvement
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- 160 Rami Gharaibeh Performance Appraisal Attribute Approach
Graphic Rating Scale pooradequateVery good excelle nt distinguish
ed 12345Team work 12345Creativity 12345Initiative
12345communication Employee A What about validity?
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- 161 Rami Gharaibeh Performance Appraisal Attribute Approach
Graphic Rating Scale pooradequateVery good excelle nt distinguish
ed 12345Team work 12345Creativity 12345Initiative
12345communication Employee A More improvement
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- 162 Rami Gharaibeh Performance Appraisal Attribute Approach
Graphic Rating Scale pooradequateVery good excelle nt distinguish
ed 12345Team work 12345Creativity 12345Initiative
12345communication Employee A What about specificity? More
improvement
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- 163 Rami Gharaibeh Performance Appraisal Attribute Approach
Graphic Rating Scale pooradequateVery good excelle nt distinguish
ed 12345Team work 12345Creativity 12345Initiative
12345communication Employee A What about acceptability? More
improvement
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- 164 Rami Gharaibeh Performance Appraisal Attribute Approach
Mixed Rating Scale Define relevant performance dimensions and then
develop statements representing good, average, and poor performance
along each dimension
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- 165 Rami Gharaibeh Performance Appraisal Attribute Approach
Mixed Rating Scale pooradequateVery goodexcellentdistinguished
12345 Team work 12345 Intelligence 12345 Initiative 12345 Relations
with
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- 166 Rami Gharaibeh Performance Appraisal Attribute Approach
Initiative Three statements describing three levels of
initiative
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- 167 Rami Gharaibeh Performance Appraisal Attribute Approach
Initiative Three statements describing three levels of initiative
this employee is a real self-starter. The employee always takes the
initiative and his superior never has to prod him
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- 168 Rami Gharaibeh Performance Appraisal Attribute Approach
Initiative Three statements describing three levels of initiative
this employee is a real self-starter. The employee always takes the
initiative and his superior never has to prod him while generally
this employee shows initiative, occasionally his superior must prod
him to complete work
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- 169 Rami Gharaibeh Performance Appraisal Attribute Approach
Initiative Three statements describing three levels of initiative
this employee is a real self-starter. The employee always takes the
initiative and his superior never has to prod him while generally
this employee shows initiative, occasionally his superior must prod
him to complete work this employee has a bit of tendency to sit
around and wait for directions
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- 170 Rami Gharaibeh Performance Appraisal Attribute Approach
Intelligence Three statements describing three levels of
intelligence
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- 171 Rami Gharaibeh Performance Appraisal Attribute Approach
Intelligence Three statements describing three levels of
intelligence this employee is extremely intelligent, and he learns
very rapidly while perhaps this employee is not a genius, he is a
lot more Intelligent than many people I know although this employee
is slower than some in understanding things, And may take a bit
longer in learning new things, he is of average intelligence
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- 172 Rami Gharaibeh Performance Appraisal Attribute Approach
Mixed Rating Scale this employee is extremely intelligent, and he
learns very rapidly INT H while generally this employee shows
initiative, occasionally his superior must prod him to complete
work INIT M while perhaps this employee is not a genius, he is a
lot more Intelligent than many people I know INT M this employee
has a bit of tendency to sit around and wait for directions INIT L
although this employee is slower than some in understanding things,
And may take a bit longer in learning new things, he is of average
intelligence INT L this employee is a real self-starter. The
employee always takes the initiative and his superior never has to
prod him INIT H
- Slide 173
- 173 Rami Gharaibeh Performance Appraisal Attribute Approach
Mixed Rating Scale - this employee is extremely intelligent, and he
learns very rapidly INT H 0 while generally this employee shows
initiative, occasionally his superior must prod him to complete
work INIT M + while perhaps this employee is not a genius, he is a
lot more Intelligent than many people I know INT M + this employee
has a bit of tendency to sit around and wait for directions INIT L
+ although this employee is slower than some in understanding
things, And may take a bit longer in learning new things, he is of
average intelligence INT L - this employee is a real self-starter.
The employee always takes the initiative and his superior never has
to prod him INIT H Employee A
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- 174 Rami Gharaibeh Performance Appraisal Attribute Approach
Mixed Rating Scale SCORELOW MEDIUM HIGH 7 + + + 6+ +0 5+ + - 4 + 0
- 3 + - - 2 0 - - 1 - - - Key
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- 175 Rami Gharaibeh Performance Appraisal Attribute Approach
Mixed Rating Scale What about reliability?
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- 176 Rami Gharaibeh Performance Appraisal Attribute Approach
Mixed Rating Scale What about reliability?What about validity?
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- 177 Rami Gharaibeh Performance Appraisal Attribute Approach
Mixed Rating Scale What about reliability? What about specificity?
What about validity?
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- 178 Rami Gharaibeh Performance Appraisal Attribute Approach
Mixed Rating Scale What about reliability? What about
specificity?What about acceptability? What about validity?
- Slide 179
- 179 Rami Gharaibeh Performance Appraisal Behavioral Approach
Three techniques within this approach Critical incident
Behaviorally anchored rating scales (BARS) Behavioral observation
scales (BOS)
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- 180 Rami Gharaibeh Performance Appraisal Behavioral Approach
Critical incidents Requires managers to keep record of specific
examples of effective and ineffective performance
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- 181 Rami Gharaibeh Performance Appraisal Behavioral Approach
Critical incidents classification incident description Date + + + +
+ - -
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- 182 Rami Gharaibeh Performance Appraisal Behavioral Approach
Critical incidents What about reliability? What about
specificity?What about acceptability? What about validity?
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- 183 Rami Gharaibeh Performance Appraisal Behavioral Approach
Behaviorally anchored rating scales (BARS)
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- 184 Rami Gharaibeh Performance Appraisal Behavioral Approach
Behaviorally anchored rating scales (BARS) select a group of
behaviors, then for each behavior set a group of statements that
describe several levels of performing the behavior
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- 185 Rami Gharaibeh Performance Appraisal Behavioral Approach
Behaviorally anchored rating scales (BARS) Example A nurses
preparedness for shift is one job behavior
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- 186 Rami Gharaibeh Performance Appraisal Behavioral Approach
Behaviorally anchored rating scales (BARS) this nurse arrives at
her shift on time, dressed as the code requires, Having all
equipment with her, receives all required reports from previous
shift this nurse arrives at her shift a few minutes late, have to
go to closet to dress up as the code requires,Have to gather her
equipment, receives all required reports from previous shift this
nurse arrives at her shift very late, have to go to closet to dress
up as the code requires,cannot find her equipment, not keen on
receiving all required reports from previous shift
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- 187 Rami Gharaibeh Performance Appraisal Behavioral Approach
Behavioral observation scales (BOS) It adds another dimension to
BARS, which is the dimension of frequency
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- 188 Rami Gharaibeh Performance Appraisal Behavioral Approach
Behavioral observation scales (BOS) this nurse arrives at her shift
on time, dressed as the code requires, Having all equipment with
her, receives all required reports from previous shift Almost
always 321Almost never
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- 189 Rami Gharaibeh Performance Appraisal Results Approach
Management by objectives top management passes down companys
strategic goals to next layer of management, and these managers
define the goals they must achieve
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- 190 Rami Gharaibeh Performance Appraisal Quality Approach A
performance management system designed with a strong quality
orientation can be expected to: Emphasize an assessment of both
person and system factors in the measurement system. Emphasize that
managers and employees work together to solve performance problems.
Involve both internal and external customers in setting standards
and measuring performance. Use multiple sources to evaluate person
and system factors
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- 191 Rami Gharaibeh Performance Appraisal Sources of Appraisal
Information Are managers the only source of appraisal
information?
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- 192 Rami Gharaibeh Performance Appraisal Sources of Appraisal
Information Are managers the only source of appraisal information?
NO
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- 193 Rami Gharaibeh Performance Appraisal Sources of Appraisal
Information Having several sources of appraisal information
increases the validity
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- 194 Rami Gharaibeh Performance Appraisal Sources of Appraisal
Information Who should appraise person A? A
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- 195 Rami Gharaibeh Performance Appraisal Sources of Appraisal
Information who should appraise person A? self
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- 196 Rami Gharaibeh Performance Appraisal Sources of Appraisal
Information who should appraise person A? A subordinates
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- 197 Rami Gharaibeh Performance Appraisal Sources of Appraisal
Information who should appraise person A? A supervisor
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- 198 Rami Gharaibeh Performance Appraisal Sources of Appraisal
Information who should appraise person A? A peer
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- 199 Rami Gharaibeh Performance Appraisal Sources of Appraisal
Information who should appraise person A? A customer
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- 200 Rami Gharaibeh Performance Appraisal Sources of Appraisal
Errors There are five types of errors a rater could commit Similar
to me Contrast Distributional errors Halo Horns
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- 201 Rami Gharaibeh Performance Appraisal Similar-to-me Error
when the raters evaluation is affected by the similarity between
him and the subject The concept of similarity could take one of
many forms: gender, religion, region, country, political views,
etc.
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- 202 Rami Gharaibeh Performance Appraisal Contrast Error when
the raters evaluation is affected by wrong selection of the
reference
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- 203 Rami Gharaibeh Performance Appraisal Contrast Error KSAOs
TDRs Appraisal instrument Product/ service Apply them in To produce
measure compare Reference
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- 204 Rami Gharaibeh Performance Appraisal Contrast Error
reference performance Negative performance
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- 205 Rami Gharaibeh Performance Appraisal Contrast Error
reference performance positive performance
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- 206 Rami Gharaibeh Performance Appraisal Contrast Error
reference performance negative performance
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- 207 Rami Gharaibeh Performance Appraisal Contrast Error
reference performance negative performance So, which reference
should we choose?
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- 208 Rami Gharaibeh Performance Appraisal Contrast Error
reference performance negative performance Realistic and fair
reference
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- 209 Rami Gharaibeh Performance Appraisal Contrast Error should
I compare KAUH employees with employees of Mayo clinic or with
employees of Princess Basma Hospital? Realistic and fair
reference
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- 210 Rami Gharaibeh Performance Appraisal Distributional Error
when the raters evaluations do not fit a normal distribution
curve
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- 211 Rami Gharaibeh Performance Appraisal Distributional
Error
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- 212 Rami Gharaibeh Performance Appraisal Distributional Error
strictness error
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- 213 Rami Gharaibeh Performance Appraisal Distributional Error
leniency error
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- 214 Rami Gharaibeh Performance Appraisal Halo Error when the
rater fails to treat each aspect of performance separately; a
positive evaluation of one aspect is generalized to other aspects
Example Because doctor A has high surgical skills, he also receives
high scores on his poor traits
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- 215 Rami Gharaibeh Performance Appraisal Horns Error when the
rater fails to treat each aspect of performance separately; a
negative evaluation of one aspect is generalized to other aspects
Example Because doctor A has low surgical skills, he also receives
low scores on his good traits
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- 216 Rami Gharaibeh Performance Appraisal Reducing Errors How do
we reduce the errors in appraisal?
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- 217 Rami Gharaibeh Performance Appraisal Reducing Errors How do
we reduce the errors in appraisal? Through training
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- 218 Rami Gharaibeh Performance Appraisal Feedback Feedback
should be given every day, not once a year. Ask employees to rate
their performance before the session. Encourage the subordinate to
participate in the session. Focus on solving problems. Focus
feedback on behavior or results, not on the person. Minimize
criticism. Agree to specific goals and set a date to review
progress.
- Slide 219
- 219 END MODULE II Rami Gharaibeh