View
233
Download
0
Category
Tags:
Preview:
Citation preview
Chris Jarvis 1
BS3403
HRM and
Staff Appraisal
http://sol.brunel.ac.uk/bola/appraisal/http://sol.brunel.ac.uk/bola/appraisal/
Chris Jarvis 2
BS3403
Staff Performance Appraisal Systems
… the number one American management problem. It takes the average employee (manager or non-manager) six months to recover from it. (Peters, 1989; p. 495)
Most large businesses have staff appraisal schemes.
Even with no formal scheme, judgments are made benign, beneficial or insidious about continuity of employment, promotion, reward, redundancy,
inclusion/exclusion.
formal policy for systematic, job-related feedback
boss/subordinate appraisal encounters
potential for problems and frustration
Yet companies and participants say that benefit stems from the process.
Chris Jarvis 3
BS3403
Purposes of Staff Appraisal
Review past performance and give feedback
Define expectations, directions and objectives to improve performance
Assess and support training & development needs (learning, job/career change)
Discuss and encourage potential/promotability
Communicate review and assessment of additional rewards
Make retention decisions (probationary period)
Chris Jarvis 4
BS3403
Types of Staff Appraisal Scheme
Informal and unsystematic
Formal schemes: policy (fabric and process)
Rating scales/forms Trait (X has these personal qualities) Behaviour (X demonstrates these behaviours) Competencies (X performs with this level of competence)
MbO - Results-oriented appraisal (delivers against "agreed" targets)
360 o appraisal (stakeholder feedback to the manager)
Self-appraisal
Chris Jarvis 5
BS3403
Rating Approach (Traits/behaviour)
5. Problem-solving ----- etc
6. Appearance, manner and attendance
4. Relationships & Values ----- etc
3. Job Ability ----- etc
High 6 5 4……....3 2 1 Low
Comments
2. Quality of Work Quality standards achieved? Efforts directed towards contract profit and cost targets? Reliable information, analysis and reports?
High 6 5 4……....3 2 1 Low
Comments
1. Quantity of Work Manages work loadNo. of contracts & staff Job plans: complete accurate & up-to-date Staff records: complete, accurate & up-to-date
Rating and Comments Job Factor
Criter
ia a
nd cul
ture
imper
ativ
es
Wei
ghting
Force
d choic
e
Seman
tic d
iffer
entia
l
Apprais
er k
nowle
dge
Inte
rpre
tatio
n for a
dvance
men
t
Criter
ia a
nd cul
ture
imper
ativ
es
Wei
ghting
Force
d choic
e
Seman
tic d
iffer
entia
l
Apprais
er k
nowle
dge
Inte
rpre
tatio
n for a
dvance
men
t
Chris Jarvis 6
BS3403
Results oriented, MbO Tenets?
Standards/targets
Focus and channel effort.
Evaluate progress and performance “quality “
MbO discussions involve structured, mutual and challenging process
What is expected of me?
realistic, attainable targets (not exploitative demands)
trust and sharing
analysis, problem-solving + 2-way feedback (experiential learning)
Theory Y: balancing individual needs with organisational situation
openings for personal growth/learning in the "job plan"
delegating responsibility - empowering (scope, authority + resources to handle matters).
Identify internal & external barriers
Chris Jarvis 7
BS3403
Learning from Experience and MbO
ActualExperience
ReflectiveObservation
Abstracting &Theorising
Testing & experimenting
LEARNINGCYCLE
D Kolb, Rubin & McIntyreOrganisational Psychology, Addison Wesley
A model forpersonal awareness and development
A model forpersonal awareness and development
Chris Jarvis 8
BS3403
The enormity of MbO principles and imperatives
MbO oozes "common-sense"
Humble's method (early 1970's) posed problems Decomposing objectives - corporate to individual
Atomistic vs. "the whole", detailed, time-consuming skill in articulating "objectives" time/skill to engage in ‘ideal’ ways. lip-service, inconsistency, bureaucracy, meetings & records
80/20 principle - 4/5 key job areas where results really matter.
Assumptions: We comprehend what we are trying to achieve, what is wanted. We are trained, competent and "as one" We both need and give recognition/credit + room to perform.
Chris Jarvis 9
BS3403
MbO Tenets for Maintenance and Innovation
MbO useful for defining expectations - targeting. new staff
As a review process for "self”, the manager and "the team"
MAINTENANCE Objectives/targets rolling review OF key matters - creative, planned maintenance
avoid slippage and entropy (tiredness, complacency, wear-and-tear)
potential for Kaizen/CQI
discourse on corporate values
NEW INNOVATION - PROJECT significant job change - re-assign to new project
formal delegation of new "areas” - responsibility, authority, resources
manage challenge, ambiguity and risk
avoid overload - too many new projects at once
Chris Jarvis 10
BS3403
Defining SMART Objectives
Objectives should be:
Specific (not general and vague, or activity focused with an unclear purpose)
Measurable Achievable (not over optimistic/pessimistic) Realistic (not too numerous and unbalanced) Time specific (not indeterminate) - focus on milestones
- Is responsibility balanced with authority and resources?- Are start and end points well defined?- Is progress/monitoring data available? Visibility?- Targets linked to plans - how the standard/target will be achieved?- Focusing individual standards and targets in a team setting? - Possibility of ethical dilemmas?
Chris Jarvis 12
BS3403
MbO Record
Notes on Achievements/Progress
Progress Review Dates
4.
3.
2.
1.
Training/Learning NeedsData for
Monitoring
Objective/Target to be Achieved Key Job Area
Date Job/RoleName
Signed: (Post-holder)Signed: (Post-holder) Signed: (Manager)Signed: (Manager)
The B
ureau
crac
y
HR Info
rmat
ion
syst
em
Direct
links
to P
RP?
The B
ureau
crac
y
HR Info
rmat
ion
syst
em
Direct
links
to P
RP?
Chris Jarvis 13
BS3403
Evaluate these examples against the SMART principles
complete project X by mid-summer
achieve 95% deliveries within 24 hrs of order and 99% within 48 hrs.
maintain staff awareness about customer relations policy
contact all customers within 6 months and renew service contracts.
implement Key-Note promotion to secure 70 new Gold Star customers
open new shop on schedule and within budget
complete all ISO9000 documentation and secure accreditation by Christmas.
Chris Jarvis 14
BS3403
Conducting a staff appraisal meeting
Tell and sell, 'ski instructor' approach
appraiser as judge, tells/reveals the conclusion of his/her appraisal and advice how to improve
obtain/field appraisee reaction (will this change the assessment?)
assumes reasonably frank, high trust exchange
when and for whom is this approach appropriate?
Mentoring, Problem-solving Approach
the meeting and outcome emerge as a process of interaction
'the answer' is not known beforehand
Chris Jarvis 15
BS3403
Conducting a staff appraisal meeting - 2
Preparation
Appraisee briefing and review
Appraiser review
Review meeting
renew personal contact/rapport
the agenda
review events, progress & outcomes
give feedback (two-way) & encouragement
avoid blame, target standards, requirements and priorities
critical questions + reflective observation/analysis
consider job/role change and personal development
new SMART targets, agree plans/action and support
summarise
Personal closure, record and follow-up
Chris Jarvis 16
BS3403
Conducting a staff appraisal meeting - 3
Avoid
Lack of preparation
Lose sight of the "whole person and whole performance"
Side-lining "real" problems
Not differentiating fantasy and reality
Smoke-screens, bluster, argument
Victimisation, bullying, humiliation
Confrontation without trust & mutual understanding
Unbalanced agenda coverage
Nit-picking and missing the KRAs
Time guillotine
Over-zealous deluge and undermining confidence Now I've got you ….. Everyone says that …..
Chris Jarvis 17
BS3403
Conducting a staff appraisal meeting - 4
Skills
Situation appraisal, problem definition, objective setting and resource allocation, solution development, examination of options, potential problem analysis, planning and implementation.
Securing agreement and ownership
Genuine regard for and commitment to the other
Commitment to the process
Empathy vs. sympathy
Giving and receiving feedback
Questioning and active listening
Leading/inspiring
Chris Jarvis 18
BS3403
Problems for Appraisers
Prejudice and distortion of judgement: - both ways. Halo/Horns
Insufficient knowledge of appraisee
Distinguishing appraisee's work from context in which they work
Comparison with other appraisees.
Cumbersome documentation, too clever, prescriptive.
Consistent reporting by appraisers.
The formality: the encounter has a lot riding on it.
Outcomes ignored + follow-up fails to take place.
Everyone is 'just above average'
Most appraisees seek reassurance that “all is well”.
Appraising the wrong things - behaviours > actual work
Some concerns, outcomes, competencies are difficult to evaluate and articulate
Preparing, meeting and following-up AND doing your own job!
Chris Jarvis 19
BS3403
Personnel's Staff Appraisal Function/Role
Control and development function to
advise the organisation on its staff appraisal system.
Commission, maintain and evaluate "the system"
train managers and ensure that appraisals take place properly
oversee decisions (merit awards?)
staff appraisal information system organise communication flows
analyse/ summarise appraisal records to audit "people resources/issues"
up-date staff records
follow up on individual/group training needs, employee potential and succession
handle appeals - verify managerial fairness!
Are these things done? Does the data flow around the organisation?
Do such procedures and controls justify the costs?
Chris Jarvis 20
BS3403
The Appraisal Prescription
Despite problems, appraisal schemes are recommended
Corporations invest time, energy and resources.
Much advice on managing the process
Origins Douglas McGregor, 1960, "The Human Side of Enterprise" (1960) Theory Y - integrating individual and organisational needs to optimise
performance.
How? job/role definition, targeting, planning (within staff appraisal) supportive, mutually evaluative boss-subordinate relationship focusing employee energy on business objectives performance-related criteria development needs and interests
Chris Jarvis 21
BS3403
Theory Y and "development" ideology
Theory Y references high order "motivational" needs
Supervisors are urged to create and maintain conditions for participative, trusting team relationships
realise employee capacity to be creative and self-managing
individual growth, stimulus, empowerment, problem-solving
Appraisal practice a means to embed socially positive, individually beneficial and
organisationally essential norms into the conduct of manager-staff relationships and work arrangements and rewards
ensures that motivational needs for security-orderliness-predictability, social acceptance and self-esteem/status are not chronically under-served.
reinforces the organisational discourse of performance, quality, commitment and membership.
Chris Jarvis 22
BS3403
Slogan: Adopt an appraisal policy and reap the benefits !!
Potential outcomes
improved communication between manager and worker
better linking of business priorities with how the individual delivers their job performances
enhanced loyalty, commitment to work, personal identification and motivation to perform
Chris Jarvis 23
BS3403
Two Perspectives - Control and Development
Staff Appraisal as a Control System
Standard procedure to regularise behaviour (appraisers & appraisees)
A rational-legal system. Conform and "appraise" to a standard.
The policy and procedure defines and requires
communicates criteria of performance, values and expectations
requires routine meetings with staff to review roles and priorities systematically
focus on current issues being articulated by management
assumes 2-way feedback (Theory Y vs Theory X)
encourages analysis, planning, agreement and documentation by "formula".
promote " unitary and organisational commitments" through individuals
antipathy where staff do not share the same values as managers
Chris Jarvis 24
BS3403
Two Perspectives - Control and Development
Appraisals as a Development Process
Still a standard operating procedure
Job review is diagnostic - joint problems, needs, interests
Feedback - essential for learning and adaptation
Theory X - imposed, potentially coercive, one-sided appraisal
Theory Y - requires trust and belief in the process itself with the parties getting meaningful, tangible benefit from the activity
the continuity/follow-up events.
Chris Jarvis 25
BS3403
The developmental proposition?
What are the costs of set up a scheme and maintaining it - year in year out? Assume a business of, say, 5,000 employees.
Resource-hungry and costly to design, implement and maintain.
Are individual and group performances significantly enhanced by the investment?
Are benefits significant and measurable compared to no formal or systematic activity?
At a participant level, appraisers and appraisees need to find the process useful (joint benefit) and not too arduous.
get a personal return from commitment & energy
Chris Jarvis 26
BS3403
Participative Management Cultures
organisational commitment to participative management
open, interactive culture
stress the humanistic, development side of staff appraisal.
The HRM, Investors in People doctrine
linked to quality, competitive business - the "Be Excellent School".
Messages of staff appraisal reflect A focus on performance, achievement and individuality
employees are more than factors of production - they are valued in and of themselves - as people.
Chris Jarvis 27
BS3403
Conclusions
Staff appraisal systems are regulative, controlling methods
They reflect HRM norms and despite problems, organisations still do it.
Millions undergo formal appraisal.
Much attention & resource is invested
Practical issues. They need to be conducted well
Be quizzical about what they can or cannot achieve. Are they an act of faith? Is there real evidence that the "big approach" really works? Is the promise greater than what is actually delivered? What are the ethical and unethical angles?
Tension between control and development.
Development emphasises a supportive, constructive conversation rather than unilateral imposition & bureaucratic form-filling.
Chris Jarvis 28
BS3403
Seminar Questions
Is staff appraisal suitable only for managerial, professional and technical posts with a considerable discretionary element to them? Is it unsuitable for routinised, simple operative jobs?
How can we evaluate whether the benefits of both approaches to staff appraisal (control versus developmental) are satisfied and achieved in a single scheme?
Who should/should not conduct the appraisal interview?
What problems arise when an individual's actual performance is substantially affected by external and internal events over which he/she has little or no control? How best can we focus on the individual's performance in these situations?
Chris Jarvis 29
BS3403
Exercise
Work with a colleague - a friendly critic with whom you have a good working relationship and who knows your job (and you, theirs). Engage in a job review conversation.
As preparation, write down information relating to the following
A very important activity, priority or key area of your job
A less frequent activity (not necessarily important) which occupies a good deal of time.
An important activity unlikely to appear in your diary. You know it is important although others (including the boss) may be unclear of this.
The most important activity not so far listed
Each person should lead an appraisal meeting. Through questions, discussion and summary assist the other in reviewing their performance (efforts, achievements, problems). Aim to define actual performance - successes and gaps clearly. pin down what must be done to maintain or improve performance identify where you need to develop - learn more and apply more skill Identify contradictions and points of tension - discuss how to tackle these. What steps
are needed internal to the job and external (outside work).
Focus on information gathering, developing understanding and giving feedback to each other. Be supportive and give positive reinforcement - but be probing - avoid being bland and hunky-dory.
Evaluate the usefulness of discussing your work with someone who was well informed, but not your "boss".
Recommended