Topic 5

Managing Employee Performance

and Appraisal

Employees Performance

Knowledge & skills Motivation Work

Environment

Factors influencing an employees’ performance

Is about managing an employee’s output. Focuses on what the employee does & how

he does it.Other relevant terms;1. Accountabilities / main tasks / main duties2. Key result areas (KRAs)3. Targets4. Goals / objectives / work norms /

performance standards5. Competencies

Performance Management?

1. Encourage quality performance by rewarding those who do well.

2. Improve current performance by giving feedback to workers.

3. Identify training needs4. Initiate fair disclipinary proceedings5. Provide a channel of communication

between managers and their subordinates.

What do you think are the benefits of a performance appraisal?

The Employee

The employee’s manager

The employee’s company-workers

The employee’s subordinates

Customers/clients / other parties

Who is involved in the appraisal process?

Goals will be negotiated with the subordinate

Help will be given with actions plans Counseling will be given

The Appraisal Interview

Opening:◦ Remind employee of purpose of discussion◦ Welcome input from employee

Begin discussion:◦ Discuss employee’s self-evaluation◦ Reach agreement on achievements in time period

under discussion◦ Set objectives for next time period◦ Discuss action plan to overcome weaknesses, if

any.

The Appraisal Interview

When an employee is ‘problematic’ what can be done?◦ Disclipinary interviews◦ Retrenchment exercises◦ Career development interviews◦ Pre-retirement programs

Counselling

Technology and Client/Customer Feedback

Other examples: Amazon, eBay, Trip Advisor, iTunes

Technology and Client/Customer Feedback (cont.)

Amazon

Other Examples of Internet-Based Performance Information

Other Examples of Internet-Based Performance Information

Expedia

The standard rooms are very, very small, I had only one bag and no place to put it. you could barely turnaround in the bathrooms. I love the decor/ art deco style but a little updating is definitely do. Rating: 2.0

That's the second time I stay in this hotel. The location is fantastic and the rooms, in general are very comfortable. The view from the top, at the breakfast place is superb. Rating: 4.0

3. Problem Solving/TroubleshootingDefinition: Uses a logical, step-by step approach to identify and solve process problems

1 2 3 4 5 Well Below Expectations Below Meets Expectations Consistently Exceeds Outstanding Expectations Expectations

Fails to understand how equipment and processes interrelate

Does not complete checklists or other required forms

Is not able to identify root causes of process deviations

Does not consistently meet A2E expectations

Depends on others to solve problems

Uses available resources (e.g., drawings, checklists, forms, people—engineers, data historian) to determine the root cause of problems

Selects and interprets data to solve problems

Investigates the nature of equipment and process malfunctions on an ongoing basis

Participates in A2E efforts

Develops novel, safe and effective solutions to current problems

Anticipates problems before they occur and suggests solutions

Takes ownership in problem solving and sees it through to completion

Effectively leads problem solving efforts (e.g., A2E, handles complicated analysis requests on one’s own)

Behavioral Examples of Rating:_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

4. TeamworkDefinition: Strives to build and maintain a good working relationship with one’s work group; shares information with team

members; accepts ideas and opinions of others

1 2 3 4 5 Well Below Expectations Below Meets Expectations Consistently Exceeds Outstanding Expectations Expectations

Does not respond to work requests from other team members

Fails to share information and/or resources with others

Refuses to help co-workers Conflicts with coworkers on 'yours

not mine' work situations, or is known to say "that's not my job“

Frequently complains or makes negative or derogatory remarks about site initiatives, leadership, and/or fellow workers

Is slow to respond to work requests from other team members or management

Considers alternative solutions provided by team members

Accepts and provides feedback to others

Shares information (e.g., trends, status updates) and/or resources with others when asked

Readily offers to help other team members on tasks

Works with support services and other areas (e.g., maintenance) to resolve shift problems in a timely manner

Anticipates other team members’ needs (e.g., training, tools, equipment, information)

Resolves conflicts between team members

Supports company objectives and volunteers for work duties within and outside of one’s work area

Sacrifices one’s own needs for the need of the team

Initiates team building activities (e.g., organizing outside group activities, breakfasts)

Behavioral Examples of Rating:_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Bias in the appraisal process

Recency effect Managers take into consideration only the most

recent performance, ignoring previous assignments. Halo effect

Most people are more likely to appraise (rate highly) someone they like.

Leniency / strictness tendency The manager gives ‘high’ ratings to all subordinates Or ‘low’ to all. If ‘average’ to all = ‘central tendency’

Prejudice / stereotyping Fatigue

Bias in the appraisal process

CASE STUDY: pg 157