Documente Academic
Documente Profesional
Documente Cultură
McGraw-Hill/Irwin
Should managers and nonmanagers be appraised from multiple perspectives for example, by those above, by those below, by coequals, and by customers?
What strategy should we use to train raters at all levels in the mechanics of performance management and in the art of giving feedback? What would an effective performance management process look like?
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Many managers incorrectly equate it with performance appraisalan exercise they typically do once a year to identify and discuss job-relevant strengths and weaknesses of individuals or work teams
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Encouraging Performance
1. Provide a sufficient amount of rewards that employees really value 2. In a timely 3. Fair manner
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Relevance
1. Clear links between the performance standards for a particular job and organizational objectives, and 2. Clear links between the critical job elements identified through a job analysis and the dimensions to be rated on an appraisal form
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Performance Standards
translate job requirements into levels of acceptable or unacceptable employee behavior. They play a critical role in the job analysis-performance appraisal linkage.
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Figure 9-3 Relationship of Performance Standards to Job Analysis and Performance Appraisal
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Results-Oriented Systems
Emphasis is on what employee produces
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Ranking
Simple ranking requires only that a rater order all employees from highest to lowest, from best employee to worst employee. Alternation ranking requires that a rater initially list all employees on a sheet of paper. From this list he/she chooses the best employee (No. 1), then the worst employee (No. n), then the second best (no. 2), then the second worst (No. n -1), and so forth, alternating from the top to the bottom of the list until all employees have been ranked.
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A process of managing that relies on goal-setting to establish objectives for the organization as a whole, for each department, for each manager within each department, and for each employee
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Types of Teams
Work or Service Teams
Intact teams engaged on routine tasks
Project Teams
Teams assembled for a specific purpose and expected to disband once their task is completed
Network Teams
Teams that include membership not constrained by time/space and membership is not limited by organizational boundaries
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Frame-of-reference training
Of the many types of rater training programs available today, frame-of-reference training (FOR) is the most effective at improving the accuracy of performance appraisals
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Table 9-3 Supervisory Activities Before, During, and After Performance Feedback Interviews
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