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Introduction
An organizations long term success in
Past
Present
Future
Data related to past performance
Allows work plans,
in the
Goals and development
achievement of
Opportunities to be set
objectives
resulting
strategic
desired
Observing whether they occur
Providing feedback to help employees meet
expectations
Purposes of Performance
Management
Strategic Purpose means effective
STRATEGIC CHOICES IN
PMS
Who evaluates
What to evaluate
How to evaluate
Means of evaluation
Who Evaluates
Peers
Subordinates
Customers
Self evaluation
360 degree feedback system
What to Evaluate
Traits
Behavior
Results
Traits
Trait based measures focus on the general abilities
measured objectively.
Limitations:
Difficult to obtain results for jobs that involve dealing
with future
Results are sometimes beyond an individual
employees control
Results focus on ends than means
Results fail to tap some critical areas of performance
such as team work, initiative and openness to
change.
Performance
Measurement
Issues to address for performance
measurement:
Validity
Criterion deficiency
Criterion contamination
Validity
To be effective, the form must be relevant and the
Criterion Deficiency
The omission of pertinent performance criteria is referred to
as criterion deficiency.
For example, an appraisal form that rates the performance
of police officers solely on the basis of the number of
arrests made is deficient because it fails to include other
aspects of job performance, such as conviction record,
court performance, number of commendations, and so on.
Such a deficient form may steer employee behavior away
from organizational goals; imagine if police officers focused
only on arrests and neglected their other important duties.
Criterion contamination
When irrelevant criteria are included on the
How to Evaluate
Absolute standards
Relative Standards
Means of Evaluation
Graphic rating scale
Critical incident measure
BARS
BOS
trait.
The employer uses the scale to indicate the
extent to which an employee displays each trait.
One of the most widely used assessment and
feed back devices.
Relatively easy to design use and update as the
job requirements change
It gives evaluator the performance measure for
traits, behaviors or results.
An employees performance
measurement differs from job to job. For
example, a car dealers performance is
measured by the dollar amount of sales,
the number of new customers, and
customer satisfaction surveys.
Example of
Task- BARS
Rating
Dimension
for a Patrol
Officer
Behavioral observation
Scale
A variation of a BARS which uses all behaviors
Example of a Behavioral
Observation Scale (BOS)
utilize scale
The evaluator provides specific examples of
the employees critical behaviors or results,
either out standing or problematic, during the
performance period
The evaluator maintain a record, for each
employee and make periodic notation of
noteworthy behaviors or results, that were
particularly effective or ineffective
Giving Performance
Feedback
Scheduling Performance Feedback
Performance feedback should be a regular, expected management
activity.
Annual feedback is not enough.
Employees should receive feedback so often that they know what
the manager will say during their annual performance review.
When giving
performance
feedback, do it in
an appropriate
meeting place.
Meet in a setting
that is neutral and
free of
distractions.
What other
factors are
important for a
feedback session?