人力资源管理-HRM-chapter9-Performance-Management-and-Appraisal课件.ppt

1、 2005 Prentice Hall Inc.All rights reserved.PowerPoint Presentation by Charlie CookThe University of West Alabamat e n t h e d i t i o n1.Describe the appraisal process.2.Develop,evaluate,and administer at least four performance appraisal tools.3.Explain and illustrate to the problems avoid in appra

2、ising performance.4.List and discuss the pros and cons of six appraisal methods.5.Perform an effective appraisal interview.6.Discuss the pros and cons of using different raters to appraise a persons performance.2005 Prentice Hall Inc.All rights reserved.93Part 1:Basic conceptsPart 2:An Introduction

3、to AppraisingPerformancePart 3:Potential Appraisal ProblemsPart 4:How to Avoid Appraisal ProblemsPart 5:The Appraisal Interview 2005 Prentice Hall Inc.All rights reserved.94Part 1:Basic conceptsPerformance appraisal Evaluating an employees current and/or past performance relative to his or her perfo

4、rmance standards.2005 Prentice Hall Inc.All rights reserved.95Classroom Teaching Appraisal By StudentsFigure 91 Source:Richard I.Miller,Evaluating Faculty for Promotional and Tenure(San Francisco:Jossey-Bass Publishers,1987),pp.164165.Copyright 1987,Jossey-Bass Inc.,Publishers.All rights reserved.Re

5、printed with permission.2005 Prentice Hall Inc.All rights reserved.96Part 1:Basic conceptsPerformance management The process that consolidates goal setting,performance appraisal,and development into a single,common system in order to ensure that the employees performance is supporting the firms stra

6、tegic goals.Includes practices:The manager defines the employees goals and work;Develops the employees capabilities;Evaluates and rewards the employees effort based on the performance standards.2005 Prentice Hall Inc.All rights reserved.97The Components of an Effective Performance Management Process

7、 Direction sharing Communicating the organizations higher-level goals throughout the organization and then translating these into doable departmental goals.Role clarification Clarifying each employees role in terms of day-to-day work.Goal setting and planning Translating organizational and departmen

8、tal goals into specific goals for each employee.Goal alignment Having a process in place that allows any manager to see the link between an employees goals and those of the department and organization.Developmental goal setting Ensuring each employee understand his or her role.Figure 92 2005 Prentic

9、e Hall Inc.All rights reserved.98The Components of an Effective Performance Management ProcessOngoing performance monitoring Monitoring the employees progress toward performance goals.Ongoing feedbackCoaching and supportPerformance assessment(appraisal)Rewards,recognition,and compensationWorkflow an

10、d process control and return Making sure that the employees performance is linked in a meaningful way via goal setting to the companys overall measurable performance.Figure 92 2005 Prentice Hall Inc.All rights reserved.99Defining Goals and Work Efforts The heart of performance management is the noti

11、on that the employees effort should be goal directed.Guidelines for effective goals Assign specific goals Assign measurable goals go Assign challenging but doable goals Encourage participation SMART goals are:Specific,and clearly state the desired results.Measurable in answering“how much.”Attainable

12、,and not too tough or too easy.Relevant to whats to be achieved.Timely in reflecting deadlines and milestones.2005 Prentice Hall Inc.All rights reserved.910Part 2:Appraising PerformanceWhy appraise performance?Appraisals play an integral role in the employers performance management process.Appraisal

13、s help in planning for correcting deficiencies and reinforce things done correctly.Appraisals,in identifying employee strengths and weaknesses,are useful for career planning Appraisals affect the employers salary raise decisions.2005 Prentice Hall Inc.All rights reserved.911Supervisors Performance A

14、ppraisal RolesUsually do the actual appraising.Must be familiar with basic appraisal techniques.Must understand and avoid problems that can cripple appraisals.Must know how to conduct appraisals fairly.2005 Prentice Hall Inc.All rights reserved.912HR department Performance Appraisal RolesServes a po

15、licy-making and advisory role.Provides advice and assistance regarding the appraisal tool to use.Prepares forms and procedures and insists that all departments use them.Responsible for training supervisors to improve their appraisal skills.Responsible for monitoring the system to ensure that apprais

16、al formats and criteria comply with EEO laws and are up to date.2005 Prentice Hall Inc.All rights reserved.913Steps in Appraising PerformanceDefining the job Making sure that you and your subordinate agree on his or her duties and job standards.goAppraising performance Comparing your subordinates ac

17、tual performance to the standards that have been set;this usually involves some type of rating form.Providing feedback Discussing the subordinates performance and progress,and making plans for any development required.2005 Prentice Hall Inc.All rights reserved.914Steps in Appraising PerformanceDefin

18、e the JobAppraise PerformanceProvideFeedbackMake sure allagree on dutiesCompare performanceto the standardDiscussprogress&make plans 2005 Prentice Hall Inc.All rights reserved.915Designing the Appraisal ToolWhat to measure?To ensure the validity What performance to measure Work output(quality and qu

19、antity)Goal(objective)achievement:actual duties Personal competencies:competency-basedHow to measure?Graphic rating scales Alternation ranking method MBO And so on go 2005 Prentice Hall Inc.All rights reserved.916Portion of an Administrative Secretarys Sample Performance Appraisal FormFigure 94 Sour

20、ce:James Buford Jr.,Bettye Burkhalter,and Grover Jacobs,“Link Job Description to Performance Appraisals,”Personnel Journal,June 1988,pp.135136.2005 Prentice Hall Inc.All rights reserved.917Performance Management OutlineFigure 95a Source:www.cwru.edu.2005 Prentice Hall Inc.All rights reserved.918Figu

21、re 95b Performance Management Outline(contd)Source:www.cwru.edu.2005 Prentice Hall Inc.All rights reserved.919Performance Management Outline(contd)Figure 95c Source:www.cwru.edu.2005 Prentice Hall Inc.All rights reserved.920Performance Appraisal MethodsGraphic rating scaleAlternation ranking methodP

22、aired comparison method Forced distribution methodNarrative FormsBehaviorally anchored rating scale(BARS)Management by Objectives(MBO)Computerized and Web-Based Performance Appraisal 2005 Prentice Hall Inc.All rights reserved.921Performance Appraisal MethodsGraphic rating scale A scale that lists a

23、number of traits and a range of performance for each that is used to identify the score that best describes an employees level of performance for each trait.Lists traits like quality and reliability a range of performance values(from unsatisfactory to outstanding)Each subordinate is rated for each q

24、uality Ratings total ranks appraisal 2005 Prentice Hall Inc.All rights reserved.922Graphic Rating Scale with Space for CommentsFigure 93 2005 Prentice Hall Inc.All rights reserved.923Performance Appraisal Methods(contd)Alternation ranking method Ranking employees from best to worst on a particular t

25、rait,choosing highest,then lowest,until all are ranked.goPaired comparison method Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is the better employee of the pair.go 2005 Prentice Hall Inc.All rights reserved.924Alternation Ranking Sca

26、le goFigure 96 2005 Prentice Hall Inc.All rights reserved.925Ranking Employees by the Paired Comparison MethodFigure 97 Note:+means“better than.”means“worse than.”For each chart,add up the number of 1s in each column to get the highest-ranked employee.2005 Prentice Hall Inc.All rights reserved.926Pe

27、rformance Appraisal Methods(contd)Forced distribution method Similar to grading on a curve;predetermined percentages of ratees are placed in various performance categories.Example:15%high performers 20%high-average performers 30%average performers 20%low-average performers 15%low performers 2005 Pre

28、ntice Hall Inc.All rights reserved.927Forced Distribution Method High Performance InsightMerck began using this rating method for exempt employees when it found other methods resulted in 80%of employees rated a 4 or higher on a 5 point scale.2005 Prentice Hall Inc.All rights reserved.928Performance

29、Appraisal Methods(contd)Management by Objectives(MBO)Involves setting specific measurable goals with each employee and then periodically reviewing the progress made.Six stepsDiscussdevelopmentalgoalsDefineexpectedresultsPerformancereviewsProvidefeedbackSet theorganizationsgoalsSet thedepartmentalgoa

30、ls 2005 Prentice Hall Inc.All rights reserved.929Performance Appraisal Methods(contd)Critical Incident Method Narrative FormsBehaviorally anchored rating scale(BARS)case Still to come!2005 Prentice Hall Inc.All rights reserved.930Part 3:Potential Appraisal ProblemsUnclear standardsHalo effectCentral

31、 tendencyStrictness/leniencyBias 2005 Prentice Hall Inc.All rights reserved.931Potential Appraisal ProblemsUnclear standards An appraisal that is too open to interpretation.Halo effect Occurs when a supervisors rating of a subordinate on one trait biases the rating of that person on other traits.Cen

32、tral tendency A tendency to rate all employees the same way,such as rating them all average.go 2005 Prentice Hall Inc.All rights reserved.932A Graphic Rating Scale with Unclear StandardsTable 92 Note:For example,what exactly is meant by“good,”“quantity of work,”and so forth?back 2005 Prentice Hall I

33、nc.All rights reserved.933Potential Appraisal Problems(contd)Strictness/leniency The problem that occurs when a supervisor has a tendency to rate all subordinates either high or low.Bias The tendency to allow individual differences such as age,race,and sex to affect the appraisal ratings employees r

34、eceive.2005 Prentice Hall Inc.All rights reserved.934Part 4:How to Avoid Appraisal ProblemsLearn and understand the potential problems,and the solutions for each.Use the right appraisal tool.Each tool has its own pros and cons.goTrain supervisors to reduce rating errors such as halo,leniency,and cen

35、tral tendency.Have raters compile positive and negative critical incidents as they occur.go 2005 Prentice Hall Inc.All rights reserved.935Advantages and Disadvantages of Appraisal ToolsTable 93 back 2005 Prentice Hall Inc.All rights reserved.936Who Should Do the Appraising?The immediate supervisorPe

36、ersRating committeesSelf-ratingsSubordinates360-Degree feedbackRatingCommitteePeersYouSubordinatesYourBoss 2005 Prentice Hall Inc.All rights reserved.937Part 5:The Appraisal Interview 2005 Prentice Hall Inc.All rights reserved.938Three Appraisal Types/Objectives Appraisal Type The ObjectivePerforman

37、ce is satisfactoryEmployee promotableSatisfactoryNot promotableUnsatisfactoryCorrectableMake developmentPlansMaintainPerformanceTake correctiveAction 2005 Prentice Hall Inc.All rights reserved.939The Appraisal InterviewHow to conduct the appraisal interview Talk in terms of objective work data.Dont get personal.Encourage the person to talk.Dont tiptoe around.2005 Prentice Hall Inc.All rights reserved.940case北电网络注重过程的考核北电网络注重过程的考核