Perance Appraisal slides Perance Appraisal Uses(1).ppt

compensation(raises,meritpay,bonuses)personneldecisions(e.g.,promotion,transfer,dismissal)identificationoftrainingneedsresearchpurposes(e.g.,assessingtheworth/validityofselectiontests),performanceappraisaluses,basicperformanceappraisalprocess,conductajobanalysis(e.g.,specifytasksandksas),developperformancestandards(e.g.,definewhatissuperior,acceptable,andpoorjobperformance),developorchooseaperformanceappraisalsystem,performanceappraisalprocess,observationselectiveattentiontimingstructurefrequency,storageencodingofinformation(e.g.,categorization)shortvs.long-termmemory,evaluationretrieveinformationcombineinformationdecision-making(judgment),sourcesofinformation,1)supervisors(mostcommon)roleconflict(e.g.,judgeandtrainer/teacher)motivationtimeavailabilityfriendship,2)co-workers(peers)friendshipbiasleniencyhighlevelofaccuracybestusedasasourceoffeedback,sourcesofinformation(cont),3)selflotsofknowledgeleniencyeffectgoodpreparationforperformanceappraisalmeeting(conducivefordialog),4)subordinatesbiases(e.g.,#ofsubordinates,typeofjob,expectedevaluationfromsupervisor),5)clientgoodsourceoffeedbacknegativitybias,subjectiveappraisalmethods(canbeusedwithanytypeofjob),relativemethodsranking1st_2nd_3rd_2)paircomparisonemployee-1_versusemployee-2_employee-1_versusemployee-3_etc.,botharedifficulttousewithalargenumberofsubordinates,subjectiveappraisalmethods,absolutemethods,narrativeessayunstructured(e.g.,content,length)affectedbythewritingabilityofsupervisorsandtimeavailability,graphicratingscale(mostcommon)_veryaverageexcellentpoor,leniency(positivebias)x_veryaverageexcellentpoorseverity(negativebias)x_veryaverageexcellentpoorcentraltendency(midpoint)x_veryaverageexcellentpoor,allleadtoarestrictionintherangeofperformancescores,commonratingscaleerrors,responsibilitycommitmentinitiativesensitivityjudgmentcommunication,observationofspecificbehavior(s)(e.g.,volunteerstoworkovertime),haloerror,highratingsonotherperformancedimensions,subjectiveappraisalmethods,behavioralmethods(useofcriticalincidents;examplesofgoodandpoorjobbehaviorcollectedbyjobexpertsovertime),behaviorobservationscales(bos)ratethefrequencyinwhichcriticalincidentsareperformedbyemployeessumtheratingsforatotal“performance”score,1)assistsothersinjobduties._neverusuallyalwayscleansequipmentaftereachuse._neverusuallyalways,objectiveappraisaldata,1)productiondata(e.g.,salesvolume,unitsproduced)whenobservationoccurs(timing),andhowdataiscollectedfairnessandrelevancyissuepotentiallimitedvariabilitylimitationsregardingsupervisorypersonnel,2)personneldataabsenteeism(excusedversusunexcused)tardinessaccidents(faultissue),behaviorallyanchoredratingscale(bars)process,generatecriticalincidents(examplesofgoodandpoorjobperformance)2)placecriticalincidentsintoperformancedimensions(e.g.,responsibility,initiative,safety)retranslationstep(dostep#2againwithaseparategroupofjobexperts.discardincidentswheredisagreementexistsastowhichdimensioninwhichtheybelong)calculatethemeanandstandarddeviationofeachcriticalincident(discardthosewithalargestandarddeviation)5)placecriticalincidentsonaverticalscale,bars(prosandcons),processinvolvesvariousemployees(increasesthelikelihoodofusage)jobspecificity(differentbarsneedtobedevelopedforeachposition)notanybetteratreducingcommonratingscaleerrors(e.g.,leniency,halo)timeconsuming,performanceappraisaltraining,frequentobservationofperformanceandfeedback(bothpositiveandnegative)2)recordkeeping(ongoingifpossible)3)encourageself-assessmentofemployees4)focusonbehaviors(nottraits)usespecificbehavioralcriteriaandstandards6)setgoalsforemployees(specificandchallengingones)7)focusonhowtoobservejobbehaviorsandprovideincentivestodoso,ensurethatproceduresforpersonneldecisionsdonotdifferasafunctionoftherace,sex,nationalorigin,religion,orageofthoseaffectedbysuchdecisions.useobjectiveanduncontaminateddatawhenevertheyareavailable.provideaformalsystemofrevieworappealtoresolvedisagreementsregardingappraisals.usemorethanoneindependentevaluatorofperformance.5)useaformal,standardizedsystemforpersonneldecisions.6)ensurethatevaluatorshaveampleopportunitytoobserveandrateperformanceifratingsmustbemade.avoidratingsontraitssuchasdependability,drive,aptitude,orattitude.8)providedocumentedperformancecounselingpriortoperformance,-basedterminationdecisions.,legallydefensibleappraisalsystems,9)communicatespecificperformancestandardstoemployees.10)provideraterswithwritteninstructionsonhowtocompleteperformanceevaluations.11)evaluateemployeesonspecificworkdimensions,ratherthanonasingleoverallorglobalmeasure.12)requiredocumentationintermsofspecificbehaviors(e.g.,criticalincidents)forextremeratings.13)basethecontentoftheappraisalformonajobanalysis.14)provideemployeeswithanopportunitytoreviewtheirappraisals.15)educatepersonneldecision-makersregardinglawsondiscrimination.,legallydefensibleappraisalsystems(cont),askingfor(andusing)performanceinformation/inputfromemployeesensurea2-wayinteractionduringtheperformanceappraisalmeetingprovideawayforemployeestocounterorchallengetheappraisalsufficientdetailandknowledgeofemployeeperformancebysupervisorsconsistentuseofperformancestandardsacrossemployeesbasingperformanceevaluationonactualjobbehaviorsusingperformanceratingsforpersonneldecisions(e.g.,pay,promotion),factorsaffectingemployeesacceptanceofperformanceevaluations,importanceofusingemployeeself-evaluations,importanceofratertraining,gender,female,male,regular,fast,regular,fast,unattractive,attractrive,ratedonvariousfactors(e.g.,ability,integrity,likeability),keyisperceptionoflevelsoffemininity.ifhighlyfeminine,notseenasverycapable.,femaleattractivenessandcorporatesuccess,ratetraitsoftypicalmales,ratetraitsoftypicalfemales,ratetraitsoftypicalofleaders,maletraitsseenassimilartoleadershiptraits,femaletraitsandleadership,shovingincident(duringadebate)blackshoveswhiteperson=75%defineditasactofviolencewhiteshovesblackperson=17%defineditasactofviolence,whitesinterviewedblackapplicantsmoredistancelesseyecontactlessopenblacksviewedlesswell,whitesinterviewerstreatedwhiteapplicantsthesamewayasblackswhiteapplicantsviewedlesswell,racediscrimination,qualifications,low,average,high,young,old,easierquestionsaskedtoolderapplicantsdespitequalifications,ageandinterviewquestions,effectoflabels,armyrecruits,randomlyassignedlabels,low,average,high,thisgrouphadbetterperformancescoresonvariousmeasuresalsoviewedtheirleadersasmoreeffective,selp-fulfillingprophecyatwork(leadersspentmoretimewiththe“high”expectationgroup),in-group,out-group,liking,spendtimewithleaderchallenging,visiblejobsbettermemoryforgoodbehaviortreatedwarmlyperformanceevaluationsallocationofrewards,selectiontothein-groupabilityresponsibility3)trust,lessdesireablejobslesstimespentwithsupervisortreatedformallylowerperformanceevaluationslessrewards,perceivedsimilarity,inandout-groupbias,occupationswithhighestandlowestmeanearnings,1990,rankingoccupation%femalemeanearnings,high1physicians11$57,1662dentists546,3693lawyers1039,1324podiatrists538,4025medicalscienceteachers1737,9586lawteachers1336,4117securitiesandfinancialservicessales1735,4488airlinepilotsandnavigators134,4889optometrists634,21110medicalscientists3533,909low1childcareworkers,privatehousehold98$4,4732privatehouseholdclean