PRESENTATION

Presented by: M.Husnain Sathi

Enrollment no: 16390920-060
Chap#6 : Gathering Performance Info.
Presented to: Sir Atif Sheikh
Date: 12-11-2019

Herman Aguinis, University of Colorado at Denver

 Gathering Performance Information:
Overview
• Appraisal Forms
• Characteristics of Appraisal Forms
• Determining Overall Rating
• Appraisal Period and Number of Meetings
• Who Should Provide Performance Information?
• A Model of Rater Motivation
• Preventing Rating Distortion through Rater Training
Programs

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Major Components of Appraisal Forms (1)
• Basic Employee Information
• Accountabilities, Objectives, and Standards
• Competencies and Indicators
• Major Achievements and Contributions
• Stakeholder Input
• Employee Comments
• Signatures
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
 Major Components of Appraisal Forms (2)
(could be included in a separate form)

• Developmental Achievements
• Developmental
– Needs
– Plans
– Goals

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Characteristics of Appraisal Forms

• Simplicity • Comprehensiveness
• Relevancy • Definitional Clarity
• Descriptiveness • Communication
• Adaptability • Time Orientation

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Determine Overall Rating

• Judgmental procedure

• Mechanical procedure

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Appraisal period
Number of Meetings
• Annual
• Semi-annual
• Quarterly

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 When Review Is Completed
• Anniversary date
– Supervisor doesn’t have to fill out forms at same time
– Can’t tie rewards to fiscal year
• Fiscal year
– Rewards tied to fiscal year
– Goals tied to corporate goals
– May be burden to supervisor, depending on
implementation

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 6 Types of Formal Meetings
(can be combined)

• System Inauguration
• Self-Appraisal
• Classical Performance Review
• Merit/Salary Review
• Development Plan
• Objective Setting

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Who Should Provide Performance
Information?
Employees should be involved in selecting
• Which sources evaluate
• Which performance dimensions

When employees are actively involved

• Higher acceptance of results
• Perception that system is fair

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Who Should Provide Performance Information?

Direct knowledge of employee performance

• Supervisors
• Peers
• Subordinates
• Self
• Customers

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Supervisors

• Advantages
– Best position to evaluate performance vs. strategic
goals
– Make decisions about rewards
• Disadvantages
– Supervisor may not be able to directly observe
performance
– Evaluations may be biased

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Peers

• Advantages
– Assess teamwork
• Disadvantages
– Possible friendship bias
– May be less discriminating

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Subordinates

• Advantages
– Accurate when used for developmental purposes
– Good position to assess some competencies
• Disadvantages
– Inflated when used for administrative purposes
– May fear retaliation (confidentiality is key)

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Self

• Advantages
– Increased acceptance of decisions
– Decreased defensiveness during appraisal interview
– Good position to track activities during review period
• Disadvantages
– May be more lenient and biased

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Customers (external and internal)

• Advantages
– Employees become more focused on meeting
customer expectations
• Disadvantages
– Time
– Money

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Disagreement Across Sources

• Expect disagreement
• Ensure employee receives feedback by
source
• Assign differential weights to scores by
source, depending on importance

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Types of Rating Errors

• Intentional errors
– Rating inflation
– Rating deflation
• Unintentional errors
– Due to complexity of task

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Motivations for Rating Inflation

• Maximize merit raise/rewards

• Encourage employees
• Avoid creating written record
• Avoid confrontation with employees
• Promote undesired employees out of unit
• Make manager look good to his/her supervisor

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Motivations for Rating Deflation

• Shock employees
• Teach a lesson
• Send a message to employee
• Build a written record of poor performance

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Prevent Rating Distortion through
Rater Training Programs

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Rater Training Programs should cover:

• Information
• Motivation
• Identifying, observing, recording and
evaluating performance
• How to interact with employees when they
receive performance information

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Information - how the system works

• Reasons for implementing the performance

management system
• Information on the appraisal form and system
mechanics

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Identifying, observing, recording, and evaluating
performance

• How to identify and rank job activities

• How to observe, record, measure performance
• How to minimize rating errors
• Information on appraisal form and system
mechanics

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 How to interact with employees
when they receive performance information

• How to conduct an appraisal interview

• How to train, counsel, and coach

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver