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Human Resource Management 13 th Edition Chapter 8 Performance Management and Appraisal 8-1 Copyright © [2014] Pearson Education

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Human Resource Management 13th Edition

Chapter 8Performance Management

and Appraisal

8-1 Copyright © [2014] Pearson Education

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Learning Objectives• Describe employee engagement, define performance

management, and describe the importance of performance management.

• Define performance appraisal and identify the uses of performance appraisal.

• Discuss the performance appraisal environmental factors, describe the performance appraisal process, and discuss whether or not a case can be made for getting rid of performance appraisals.

• Identify the various performance criteria (standards) that can be established.

• Identify who may be responsible for performance appraisal and explain the performance period.

8-2 Copyright © [2014] Pearson Education

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Learning Objectives (Cont.)

• Identify the various performance appraisal methods.

• List the problems that have been associated with performance appraisal.

• Explain the characteristics of an effective appraisal system.

• Describe the legal implications of performance appraisal.• Explain how the appraisal interview should be conducted

and discuss how performance appraisal is affected by a country’s culture.

8-3 Copyright © [2014] Pearson Education

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HRM in Action: Employee Engagement for a Committed Workforce

• Level of commitment workers make to their employer

• Seen in their willingness to stay at the firm and to go beyond call of duty

• Found in employees’ minds, hearts, and hands

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Performance Management (PM)• Goal-oriented process ensuring processes

are in place to maximize productivity at employee, team and organizational levels

• Close relationship between incentives and performance.

• Dynamic, ongoing, continuous process

• Each part of the system is integrated and linked for continuous organizational effectiveness

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Performance Appraisal Defined

• Formal system of review and evaluation of individual or team task performance

• Often negative, disliked activity that seems to elude mastery

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Uses of Performance Appraisal

• Human resource planning

• Recruitment and Selection

• Training and development

• Career planning and development

• Compensation programs

• Internal Employee Relations

• Assessment of Employee Potential

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Performance Appraisal Environmental Factors

• External:– Legislation requiring nondiscriminatory

appraisal systems– Labor unions

• Factors within internal environment, such as corporate culture

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Trends & Innovations: Can a Case Be Made for Getting Rid of Traditional Performance


• Managers do not like administering performance appraisal and employees do not like receiving them

• Failures lies in lack of ownership by line managers and employees

• At times developed for wrong reasons

• May be a better way

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Performance Appraisal ProcessExternal EnvironmentInternal Environment


Identify Specific Performance Appraisal


Establish Performance Criteria (Standards) and Communicate Them To


Examine Work Performed

Appraise the Results

Discuss Appraisal with Employee

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Establish Performance Criteria (Standards)

• Traits

• Behaviors

• Competencies• Goal achievement

• Improvement potential

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• Employee traits such as attitude, appearance, and initiative are basis for some evaluations

• May be unrelated to job performance or be difficult to define

• Certain traits may relate to job performance

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Caution on Traits: Wade v. Mississippi Cooperative Extension Service

In performance appraisal system, general characteristics such as “leadership, public acceptance, attitude toward people, appearance and grooming, personal conduct, outlook on life, ethical habits, resourcefulness, capacity for growth, mental alertness, loyalty to organization are susceptible to partiality and to the personal taste, whim, or fancy of the evaluator as well as patently subjective in form and obviously susceptible to completely subjective treatment by those conducting the appraisals”

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• Organizations may evaluate employee’s task-related behavior or competencies

• Examples are leadership style, developing others, teamwork and cooperation, or customer service orientation

• If certain behaviors result in desired outcomes, there is merit in using them in evaluation process

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• Broad range of knowledge, skills, traits, and behaviors

• May be technical in nature, business oriented, or related to interpersonal skills

• Should be those that are closely associated with job success

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Goal Achievement

• Use if organizations consider ends more important than means

• Should be within control of individual or team

• Should be those results that lead to firm’s success

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Improvement Potential

• Many criteria used focus on past

• Cannot change past

• Should emphasize future

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Responsibility for Appraisal

• Immediate supervisor

• Subordinates

• Peers and team members

• Self-appraisal• Customer appraisal

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Immediate Supervisor

• Traditionally most common choice

• Usually in excellent position to observe employee’s job performance

• Has responsibility for managing particular unit

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• Our culture has viewed evaluation by subordinates negatively.

• Some firms find that evaluation of managers by subordinates is both feasible and needed.

• Issues:– Could be seen as a popularity contest– Possible reprisal against employees

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Peers and Team Members

• Work closely with evaluated employee and probably have undistorted perspective on typical performance

• Problems include reluctance of some people who work closely together, especially on teams, to criticize each other

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• If employees understand their objectives and the criteria used for evaluation, they are in a good position to appraise own performance

• Employee development is self-development

• Self-appraisal may make employees more highly motivated

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Customer Appraisal

• Customer behavior determines firm’s degree of success

• Demonstrates commitment to customer• Holds employees accountable• Fosters change

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Performance Appraisal for Telecommuters

• Well-defined understanding of job roles and performance measures

• Have objective measurements that apply to all employees

• Do not to vary the performance standards and metrics for virtual workers from those of office workers

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The Appraisal Period

• Prepared at specific intervals

• Usually annually or semiannually

• Period may begin with employee’s date of hire

• All employees may be evaluated at same time

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Choosing a Performance Appraisal Method

• 360-degree evaluation

• Rating scales• Critical incidents• Essay • Work standards• Ranking• Paired comparisons

• Forced distribution• Behaviorally

anchored rating scales (BARS)

• Result-based systems

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360-Degree Evaluation

• Multi-rater evaluation

• Input from multiple sources

• Focuses on skills needed across organizational boundaries

• More objective measure of performance

• Process more legally defensible

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Rating Scales

• Rates employees according to defined factors

• Judgments are recorded on a scale

• Many employees are evaluated quickly

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Critical Incidents

• Written records of highly favorable and unfavorable work actions

• Appraisal more likely to cover entire evaluation period

• Does not focus on last few weeks or months

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• Brief narrative describing performance

• Tends to focus on extreme behavior

• Depends heavily on evaluator's writing ability

• Comparing essay evaluations might be difficult

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Work Standards

• Compares performance to predetermined standard

• Standards: Normal output of average worker operating at normal pace

• Time study and work sampling used

• Workers need to know how standards were set

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• All employees from group ranked in order of overall performance

• Comparison is based on single criterion, such as overall performance

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Paired Comparison

• Variation of ranking method

• Compares performance of each employee with every other employee in group

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Forced Distribution

• Rater assigns individual in workgroup to limited number of categories

• Assumes all groups of employees have same distribution

• Proponents of forced distribution believe:– They facilitate budgeting– They guard against weak managers who are

too timid to get rid of poor performers

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Forced Distribution (cont.)

• Require managers to be honest with workers about how they are doing

• Also called a rank-and-yank system

• Unpopular with many managers

• May damage morale and generate mistrust of leadership

• Rankings may be way for companies to easily rationalize firings

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Behaviorally Anchored Rating Scales (BARS)

• Combines traditional rating scales and critical incidents methods

• Job behaviors derived from critical incidents described more objectively

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Result-Based Systems

• Manager and subordinate agree on objectives for next appraisal

• Evaluation based on how well objectives are accomplished

• In the past a form of management by objectives (MBO)

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Problems in Performance Appraisal

• Appraiser discomfort

• Lack of objectivity• Halo/horn error • Leniency/strictness• Central tendency

• Recent behavior bias

• Personal bias • Manipulating the

evaluation• Employee anxiety

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Appraiser Discomfort

• Performance appraisal process cuts into manager’s time

• Experience can be unpleasant when employee has not performed well

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Lack of Objectivity

• Factors such as attitude, appearance, and personality are difficult to measure

• Factors may have little to do with employee’s job performance

• May place evaluator and company in untenable positions

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Halo/Horn Error

• Halo error: Manager generalizes one positive performance feature or incident to all aspects of employee performance, resulting in higher rating

• Horn error: Manager generalizes one negative performance feature or incident to all aspects of employee performance, resulting in lower rating

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• Leniency: Giving undeserved high ratings

• Strictness: Being unduly critical of employee’s work performance

• Worst situation is when firm has both lenient and strict managers and does nothing to level inequities

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Central Tendency

• Error occurs when employees are incorrectly rated near average or middle of scale

• May be encouraged by some rating scale systems requiring evaluator to justify extremely high or extremely low ratings

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Recent Behavior Bias

• Employee’s behavior often improves and productivity rises several days or weeks before scheduled evaluation

• Natural for rater to remember recent behavior more clearly than past actions

• Necessary to maintain records of performance

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Personal Bias (Stereotyping)

• Managers allow individual differences such as gender, race, or age to affect ratings

• Effects of cultural bias, or stereotyping, can influence appraisals

• Other factors– Example: Mild-mannered employees may be

appraised more harshly, simply because they do not seriously object to appraisal results

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Manipulating the Evaluation

• Sometimes, managers control every aspect of appraisal process and manipulate the system

• Example: – A supervisor wants to give pay raise to

certain employee, so supervisor may give employee an undeserved high performance evaluation.

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Employee Anxiety

• Evaluation process may create anxiety for appraised employee

• Opportunities for promotion, better work assignments, and increased compensation may hinge on results

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Characteristics of Effective Appraisal System

• Job-related criteria• Performance expectations• Standardization• Trained appraisers• Continuous open communication• Performance reviews• Due process

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Job-Related Criteria

• Most basic criterion needed in employee performance appraisals

• Uniform Guidelines and court decisions are clear on this point

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Performance Expectations

• Managers and subordinates must agree on performance expectations in advance of appraisal period

• If employees clearly understand expectations, they can evaluate own performance and make timely adjustments

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Firms should use same evaluation instrument for all employees in same job category who work for same supervisor

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Trained Appraisers

• Seldom receive training on how to conduct effective evaluations

• Training should be ongoing• Includes how to rate employees and

how to conduct appraisal interviews

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Continuous Open Communication

• Employees need to know how well they are performing

• Good appraisal system provides highly desired feedback on continuing basis

• Should be few surprises in performance review

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Conduct Performance Reviews

• Special time should be set for formal discussion of employee’s performance

• Withholding appraisal results is absurd.

• Performance review allows employees to detect any errors or omissions in appraisal

• Employee may simply disagree with evaluation and want to challenge it

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Due Process

• Provides employees opportunity to appeal appraisal results

• Must have procedure for pursuing grievances and having them addressed objectively

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Legal Implications

• Employee lawsuits may result from negative evaluations

• Unlikely that any appraisal system will be immune to legal challenge

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Appraisal Interview

• Achilles heel of entire evaluation process

• Scheduling interview

• Interview structure

• Use of praise and criticism

• Employee’s role

• Concluding interview

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Scheduling the Interview

• Employees typically know when their interview should take place

• Anxiety tends to increase if their supervisor delays the meeting

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Interview Structure

• Discuss employee’s performance

• Assist employee in setting goals and personal development plans for next appraisal period

• Suggesting means for achieving established goals, including support from manager and firm

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Conducting Separate Interviews

• Conduct separate interviews for discussing:1. Employee performance and development

2. Pay

• When pay emerges in interview, it tends to dominate conversation

• Performance improvement then takes a back seat

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Use of Praise and Criticism

• Praise is appropriate when warranted

• Criticism, even if warranted, is especially difficult to give

• “Constructive” criticism is often not perceived that way

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Employee’s Role

• Should go through diary or files and make notes of all projects, regardless of their success

• Information should be on appraising manager’s desk well before review

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Concluding the Interview

• Ideally, employees will leave interview with positive feelings about management, company, job, and themselves

• Cannot change past behavior; future performance is another matter

• Interview should end with specific and mutually agreed-upon plans for employee’s development

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A Global Perspective: Performance Appraisal versus a Country’s Culture

• Special problems when translated into different cultural environments

• Chinese managers often have different idea about what performance is than do Western managers

• Culture also plays significant role in success and failure of performance appraisal systems in the Middle East

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