Chapter 9 - Performance Appraisal (Dessler)

8/18/2019 Chapter 9 - Performance Appraisal (Dessler)

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After studying this chapter, you should e ale to!

".#escrie the appraisal process.2.#evelop, evaluate, and administer at least four

performance appraisal tools.

$.%&plain and illustrate the prolems to avoid inappraising performance.

'.(ist and discuss the pros and cons of si&

appraisal methods.

).Perform an effective appraisal intervie*.

+.#iscuss the pros and cons of using different

raters to appraise a persons performance.


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Performance Appraisal

-%valuating an employees current andor past

performance relative to his or her performance

standards.

o/etting *or standards

o Assessing the employees actual performance

relative to those standards

oProviding feedac


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#efining the %mployees 1oals

and or /tandards

!!ign

$peci%ic

&oal!

'nco(rageParticipation

!!ign

)ea!(ra*le

&oal!

!!ign

Challenging*(t Doa*le

&oal!

&(ideline! %or '%%ective &oal

$etting


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An Introduction to Appraising

Performance-hy appraise performance3

o Appraisals play an integral role in the employers

performance management process.

o Appraisals help in planning for correcting

deficiencies and reinforce things done correctly.

o Appraisals, in identifying employee strengths and

*eanesses, are useful for career planning


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Performance Appraisal 4oles

-/upervisorso5sually do the actual appraising.

oMust e familiar *ith asic appraisal techni6ues.

oMust understand and avoid prolems that can

cripple appraisals.

oMust no* ho* to conduct appraisals fairly.


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Performance Appraisal 4oles 7contd

-H4 departmento/erves a policy9maing and advisory role.

oProvides advice and assistance regarding the

appraisal tool to use.

oPrepares forms and procedures and insists that all

departments use them.

o4esponsile for training supervisors to improve

their appraisal sills.

o4esponsile for monitoring the system to ensure

that appraisal formats and criteria comply *ith

relavents la*s and are up to date.


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/teps in Appraising Performance

-#efining the :ooMaing sure that you and your suordinate agree

on his or her duties and :o standards.

- Appraising performanceo;omparing your suordinates actual performance

to the standards that have een set< this usually

involves some type of rating form.

-Providing feedac

o#iscussing the suordinates performance and

progress, and maing plans for any development

re6uired.



Performance Appraisal Methods

-1raphic rating scaleo A scale that lists a numer of traits and a range of

performance for each that is used to identify the

score that est descries an employees level of

performance for each trait.



1raphic

4ating

/cale *ith/pace for

;omments

/ig(re 9"3


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Portion of an Administrative /ecretarys

/ample Performance Appraisal =orm

/ig(re 9"#

Source: >ames ?uford >r., ?ettye ?urhalter, and 1rover >acos, @(in >o #escription

to Performance Appraisals, Personnel Journal , >une "B88, pp. "$)C"$+.


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Alternation 4aning /cale

/ig(re 9"


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Alternation 4aning /cale 7contd.

+verall 1aning 4 5 5 +6 73 #

Prod(ctivit (alit :o* ;no


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Performance Appraisal Methods 7contd

-Paired comparison method

o4aning employees y maing a chart of all possile

pairs of the employees for each trait and indicating

*hich is the etter employee of the pair.


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4aning %mployees y the

Paired ;omparison Method

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Note: + means “better than.” = means “worse than.” For each chart, add up

the number of 1’s in each column to get the highest-raned emplo!ee.


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-=orced distriution methodo/imilar to grading on a curve< predetermined

percentages of ratees are placed in various

performance categories.

o%&ample!

")D high performers

20D high9average performers

$0D average performers 20D lo*9average performers

")D lo* performers

#0 !t(dent! in)&T 30

+> ? #0

20> ? #0 8 @

30> ? #0 2 C

20> ? #0 8 D

+> ? #0 /


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-;ritical Incident Method

oEeeping record of uncommonly good or undesirale

e&amples of an employees *or9related ehavior

and revie*ing it *ith the employee at predetermined

times.


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%&amples of ;ritical Incidents for

an Assistant Plant Manager

Ta*le 9"


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Source: 4eprinted *ith permission of

the pulisher, H4ne&t.com< copyright

H4ne&t.com, 200$.

-Farrative

=orms


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-?ehaviorally Anchored 4ating /cale 7?A4/o An appraisal method that uses 6uantified scale

*ith specific narrative e&amples of good and poor

performance.


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"ob: #all #entre $gent

Factors can be:

-Promptness of service - Includes receiving calls *ithin astipulated numer of rings

G Pics up phone in " ring.

+ Pics up phone in 2 rings.

) Pics up phone in $ rings.

' Pics up phone in ' rings.

$Pics up phone in ) rings.

2 Pics up phone most of the time.

" #oes not pic up phone.


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=actor 2 C

-;ustomer ;omplaint Management! he time spent on resolving

customer complaint

G 4esolves issue in under " minute.

+ 4esolves issue in under 2 minutes.

) 4esolves issue in under $ minutes.

' 4esolves issue in under ' minutes.

$ 4esolves issue in over ) minutes.

2 4esolve issue most of the time.

" #oes not resolve any customer complaint.


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=actor $ C

- Aility to sell ne* features! Is the person persuasive enough to

sell ne* features of the company to customers.

G Is ale to sell a ne* feature in every call.

+ Is ale to sell a ne* feature in every 2$ calls.

) Is ale to sell a ne* feature in every ') calls.

' Is ale to sell a ne* feature in every hour.

$ Is ale to sell some ne* features in a day.

2 Is ale to sell some ne* features in a *ee.

" Is not ale to sell any ne* features in a *ee.


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Management ?y :ectives 7M?

-Involves setting specific measurale goals *ith

each employee and then periodically revie*ing

the progress made.

"./et the organiJations goals. Ao. in term! o% !ervice B(alit

2./et departmental goals. ll dept!. 4con!(mer *aning, corporate*aning etc.6 to %oc(! on B(alit c(!tomer !ervice

$.#iscuss departmental goals.

'.#efine e&pected results 7set individual goals.ttend !ervice !eminar!, achieve 90> c(!tomer !ati!%action !core! etc.

).Performance revie*s.

+.Provide feedac.


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dvantage! and Di!advantage! o% pprai!al Tool!

ale BC$


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Appraising Performance!

Prolems and /olutions

nclear

$tandard!

enienc or

$trictne!!

Halo

'%%ect

Potential 1ating $cale

pprai!al Pro*lem!

Central

Tendenc@ia!


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Appraising Performance!

Prolems and /olutions 7contd

;no<

Pro*lem!

Control

(t!ide

In%l(ence!

!e the

1ight Tool

Ho< to void pprai!al

Pro*lem!

Train

$(pervi!or!

;eep

a Diar


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ho /hould #o the Appraising3

$el%E1ating

$(*ordinate!

30EDegree

/eed*ac

Potentialpprai!er!

Immediate

$(pervi!or

Peer!

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Committee

Documents

Chapter 9 - Performance Appraisal (Dessler)