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gathering performance information overview is all about appraisal forms.
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Appraisal Forms Characteristics of Appraisal Forms Determining Overall Rating Appraisal Period and Number of
Meetings Who Should Provide Performance
Information? A Model of Rater Motivation Preventing Rating Distortion through
Rater Training ProgramsPrentice Hall, Inc. © 2006
Basic Employee Information
Accountabilities, Objectives, and Standards
Competencies and Indicators
Major Achievements and Contributions
Stakeholder Input
Employee Comments
SignaturesPrentice Hall, Inc. © 2006
Developmental AchievementsDevelopmental
Needs Plans Goals
Prentice Hall, Inc. © 2006
SimplicityRelevancyDescriptivenessAdaptability
Comprehensiveness
Definitional Clarity
CommunicationTime Orientation
Prentice Hall, Inc. © 2006
Judgmental strategy
Mechanical strategy
Prentice Hall, Inc. © 2006
Number of Meetings•Annual •Semi-annual •Quarterly
Prentice Hall, Inc. © 2006
Anniversary date Supervisor doesn’t have to fill out
forms at same time Can’t tie rewards to fiscal year
Fiscal year Rewards tied to fiscal year Goals tied to corporate goals May be burden to supervisor,
depending on implementation
Prentice Hall, Inc. © 2006
System InaugurationSelf-AppraisalClassical Performance ReviewMerit/Salary ReviewDevelopment PlanObjective Setting
Prentice Hall, Inc. © 2006
Employees should be involved in selecting
Which sources evaluateWhich performance dimensions
When employees are actively involved
Higher acceptance of resultsPerception that system is fair
Prentice Hall, Inc. © 2006
Direct knowledge of employee performance
SupervisorsPeersSubordinatesSelfCustomers
Prentice Hall, Inc. © 2006
Advantages Best position to evaluate
performance vs. strategic goals Make decisions about rewards
Disadvantages Supervisor may not be able to
directly observe performance Evaluations may be biased
Prentice Hall, Inc. © 2006
Advantages Assess teamwork
Disadvantages Possible friendship bias May be less discriminating
Prentice Hall, Inc. © 2006
Advantages Accurate when used for developmental
purposes Good position to assess some
competencies Disadvantages
Inflated when used for administrative purposes
May fear retaliation (confidentiality is key)
Prentice Hall, Inc. © 2006
Advantages Increased acceptance of decisions Decreased defensiveness during
appraisal interview Good position to track activities during
review periodDisadvantages
May be more lenient and biased
Prentice Hall, Inc. © 2006
Advantages Employees become more focused
on meeting customer expectationsDisadvantages
Time Money
Prentice Hall, Inc. © 2006
Expect disagreementEnsure employee receives
feedback by sourceAssign differential weights to
scores by source, depending on importance
Prentice Hall, Inc. © 2006
Intentional errors Rating inflation Rating deflation
Unintentional errors Due to complexity of task
Prentice Hall, Inc. © 2006
Expected Positive and Negative Consequences of
Rating Accuracy
Probability of Experiencing Positive & Negative
Consequences
Expected Positive and Negative Consequences of
Rating Distortion
Probability of Experiencing Positive & Negative
Consequences
Motivation to Provide Accurate Ratings
Motivation to Distort Ratings
Rating Behavior
Maximize merit raise/rewardsEncourage employeesAvoid creating written recordAvoid confrontation with
employeesPromote undesired employees out
of unitMake manager look good to
his/her supervisor
Prentice Hall, Inc. © 2006
Shock employeesTeach a lessonSend a message to employee Build a written record of poor
performance
Prentice Hall, Inc. © 2006
Prentice Hall, Inc. © 2006
InformationMotivation Identifying, observing, recording
and evaluating performanceHow to interact with employees
when they receive performance information
Prentice Hall, Inc. © 2006
Reasons for implementing the performance management system
Information on the appraisal form and system mechanics
Prentice Hall, Inc. © 2006
•Benefits of providing accurate ratings
•Tools for providing accurate ratings
Prentice Hall, Inc. © 2006
How to identify and rank job activities
How to observe, record, measure performance
How to minimize rating errors
Prentice Hall, Inc. © 2006
How to conduct an appraisal interview
How to train, counsel, and coach
Prentice Hall, Inc. © 2006
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