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Unit 5 -- Performance Appraisal

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Unit 5 -- Performance Appraisal Powered By Docstoc
					Canadian Human Resource
 Management: A Strategic
       Approach
    Performance Appraisal
           WK 3
Performance Appraisal

 The process by which organizations
evaluate employee job performance and
 conduct interviews with employees to
        discuss this evaluation.
 Uses of Performance Appraisal
 Performance    Improvement. Feedback leads
  to actions to improve performance.
 Compensation Adjustments. If pay or
  bonuses are granted on merit, this can be
  determined through performance appraisal.
 Placement Decisions. Promotions, transfers
  and demotions based on past or anticipated
  performance.
 Uses of Performance Appraisal
 Training  and Development Needs. Poor
  performance may indicate need for training,
  good performance may indicate potential to
  be developed.
 Career Planning and Development.
  Performance feedback may indicate career
  paths to be investigated.
 Uses of Performance Appraisal
 Deficiencies in Staffing Process. Have
  recruitment and selection provided
  employees who can meet the standards of
  the job?
 Informational Inaccuracies. Poor
  performance may indicate errors in job
  analysis information, human resource plans,
  or the human resource information system.
  Uses of Performance Appraisal
 Job  Design Errors. Poor performance may
  be a symptom of ill-conceived job designs.
 Avoidance of Discrimination. Accurate
  performance appraisals that accurately
  measure job-related performance ensure
  placement and training decisions are not
  discriminatory.
 External Challenges. Is performance being
  influenced by factors outside work itself?
  Key Elements of Performance Appraisal Systems

Human               Performance          Employee
Performance         Appraisal            Feedback



                    Performance
                    Measures


                    Performance-
                    related Criteria


              Human Resource           Employee
              Decisions                Records
        Performance Standards
 Thebenchmarks
 against which
 performance is
 measured.
        Performance Measures
 The ratings used to
 evaluate employee
 performance.
 Performance
 measures can be
 SUBJECTIVE or
 OBJECTIVE.
      Subjective vs. Objective
             Measures
SUBJECTIVE:           OBJECTIVE:
 Not verifiable by    Verifiable by others
  others               Usually
 Based on rater’s      quantitative and
  opinions              therefore more
 Accuracy and          precise
  usefulness low       Rater’s opinion of
                        ratee can’t change
                        rating
  Direct vs. Indirect Observation
DIRECT:                 INDIRECT:
 Rater actually sees    Rater must evaluate
  the employee’s          substitutes for
  performance             performance
 Examples?              Examples?
                Rater Biases
 Halo Effect
 Error of Central
  Tendency
 Leniency or Strictness
  Bias
 Personal Prejudice
 Recency Effect
  Characteristics of an Effective
  Performance Appraisal System
 Validity
 Reliability
 Input into system
  development
 Acceptable
  performance standards
  Characteristics of an Effective
  Performance Appraisal System
 Acceptable  goals
 Control of standards
 Frequency of feedback
 Rater training
 Ratee training
  Characteristics of an Effective
  Performance Appraisal System
 Input into interview
  process
 Appraisal
  consequences
 Different sources
  (raters)

				
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posted:4/10/2010
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