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9 Management and
Appraisal
Human Resource
Management
4-
9
Gary Dessler
9-1
Copyright © 2015 Pearson Education Ltd.
WHERE WE ARE NOW…
9–4
To appraise - what does this mean?
5
Can we afford not to Appraise?
Appraise Review
6
The Performance Model
Performance Monitoring
Planning Performance
Are we on
track?
NO
YES
Analyze
Maintain Improve Performance
Performance Performance Gaps
Source: Managing Human Resources, 4th edition, Randall S. Schuler, New York University, Chapter 8, p.
258
7
Organization’s business needs
vs. the Employee’s needs
12
Defining the Employee’s Goals
and Work Standards
9–18
Designing the Appraisal Tool – What to
measure and How to measure?
• What to Measure?
Work output (quality and quantity)
Personal competencies
Goal (objective) achievement
• How to Measure?
Generic dimensions
Actual job duties
Behavioral competencies
9–28
Scale for Alternate Ranking of Appraisee
Supervise procurement Minimize inventory costs Let inventory storage costs rise
of raw materials and while keeping adequate 15% last month; over-ordered
on inventory control supplies on hand parts “A” and “B” by 20%; under-
ordered part “C” by 30%
Conflict with
Setting unclear Time-consuming
subordinates over
objective appraisal process
objectives
9–39
Dealing with Performance
Appraisal Problems
Employee
Accessibility Ease-of-use Accuracy
acceptance
• Base the performance review on duties and standards from a job analysis.
• Try to base the performance review on observable job behaviors or objective
performance data.
• Make it clear ahead of time what your performance expectations are.
• Use a standardized performance review procedure for all employees.
• Make sure whoever conducts the reviews has frequent opportunities to observe
the employee’s job performance.
• Either use multiple raters or have the rater’s supervisor evaluate the appraisal
results.
• Include an appeal mechanism.
• Document the appraisal review process and results.
• Discuss the appraisal results with the employee.
• Let the employees know ahead of time how you’re going to conduct the review and
use the results.
• Let the employee provide input regarding your assessment of him or her.
• Indicate what the employee needs to do to improve.
• Thoroughly train the supervisors who will be doing the appraisals.
Immediate
Self-rating
supervisor
Potential
Peers Subordinates
Appraisers
Rating 360-degree
committee feedback
Talk in terms of
Don’t get Encourage the Get
objective work
personal person to talk agreement
data
3 Postpone action.
1
Do it in a manner that lets the person maintain
his or her dignity and sense of worth.
FINAL PROJECT
9–60
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