厘清員工表現(xiàn)與performancestandard之間的差距課件

Chapter8

PerformanceAppraisal2022/12/11Chapter8

PerformanceAppraisaPerformanceAppraisalDefinitionFunctionsBasicComponentsPerformanceAppraisalTechniquesPerformanceAppraisalErrorsEffectivePerformanceAppraisalSystemIssues&Conflicts2022/12/12PerformanceAppraisalDefinitioPerformanceAppraisalAmeansfordetermininghowwellyouremployeesisdoinginachievingthecriteriaconsideredessentialforsuccessinhis/herposition.2022/12/13PerformanceAppraisalAmeansfPurposesAdministrationpurposesPayraisePromotionLayoffTraining/developmentpurposesTrainingDevelopment2022/12/14PurposesAdministrationpurposeSetcriteriafornewemployees----------------------“Whatdoesthisjobrequire?”Identifytrainingneeds-------------------------“DoesXneedtraining?”Appraisetrainingeffectiveness------------------------“Doesthistrainingwork?”Dividemeritbudget-------------------------“Whoshouldgethowmuch?”Giveemployeesfeedback-------------------------“HowamIdoing?”Appraiseorganizationeffectiveness--------------------------“Areweachievingourgoals?”Identifyindividualstobelaidofforfired-------------------------“Whoshouldgofirst?”Identifyindividualsforpromotion/transfer--------------------------“Whocandothisjob?”Identifyindividualsforraises,honors---------------------------“Whoshouldberewarded?”UsesofPerformanceAppraisalDataEmployeeAppraisalData2022/12/15SetcriteriaforIdentifytrain1-Establishworkexpectations(JobAnalysis)C

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G2-Reviewprogress&reviseworkexpectationasnecessaryObserve,describe&documentperformance3-Completeperformance&developmentappraisalforms4-Conductformalperformanceanddevelopmentappraisaldiscussion&establishdevelopmentplans5-Determinesalaryactions6-Conduct

salarydiscussionsPerformanceAppraisalProcess2022/12/161-EstablishworkexpectationsCEstablishperformancestandardsSetmeasurablegoalsMeasureactualperformanceCompareactualperformancewithstandardsDiscusstheappraisalwiththeemployeeIfnecessary,initiatecorrectiveaction2022/12/17EstablishperformancestandardBenefitsofPATomanagerBuildbettercommunicationShowtheimportanceofmeetingstandardsPinpointtrainingneeds2022/12/18BenefitsofPATomanager2022/1BenefitsofPAToemployeeIdentifytheirstrengthsweaknessIdentifyemployees’contributionstotheorganizationConsiderlong-rangecareerplans2022/12/19BenefitsofPAToemployee2022/BasicComponentsofaPASystemEstablishingPerformanceStandards JobAnalysis/JobDescriptionResults/Behaviors/TraitsMakingPerformanceObservation(datacollection)Productivityrecords:results-orienteddataObservationrating:behavior/trait-orienteddata2022/12/110BasicComponentsofaPASysteBasicComponentsofaPASystem(con’t)MakingPerformanceJudgments(PAtechniques/methods)Individualevaluationmethods(absolutestandards)Multipleemployeeevaluationmethods(relativestandards)PerformanceFeedbackAdministrationdecisionTraining&development2022/12/111BasicComponentsofaPASystePAcriterion績效效標Trait-orientedPAcriterion(50’)著重個人特質(zhì)(忠誠，積極)Result-orientedPAcriterion(60’)著重工作的結(jié)果(#ofroomsold,profits)Behavior-orientedPAcriterion(70’)著重於完成工作前所須具備的行為(溝通，規(guī)劃，按時上下班）2022/12/112PAcriterion績效效標Trait-orientePerformanceAppraisalTechniquesAnappraisalformatthataskssupervisorstocompareanemployee'sperformancetotheperformanceofotheremployeesdoingthesamejob.RelativeStandards相對標準評估法Anappraisalformatthataskssupervisorstomakejudgmentsaboutanemployee’sperformancebasedsolelyonperformancestandards.AbsoluteStandards絕對標準評估法2022/12/113PerformanceAppraisalTechniquIndividualEvaluationMethods

AbsoluteStandardsEssayAppraisals敘述法CriticalIncidentTechnique重要事件法TraditionalRatingScale傳統(tǒng)評分法BehaviorallyAnchoredRatingScale(BARS)行為定向法ManagementbyObjectives(MBO)2022/12/114IndividualEvaluationMethods

EssayAppraisals敘述法ThesimplestPAmethodRatersanswersomegeneralquestionsaboutemployees’performanceProvidesqualitativedata(屬質(zhì)資料)2022/12/115EssayAppraisals敘述法2022/11/301Example:EssayAppraisals員工是否遵從工作指令?

評論:員工是否準時完成指派的工作?評論:員工的工作品質(zhì)是否有達到公司要求? 評論:員工是否願意主動承擔額外的工作量?

評論:員工是否與其他同事維持良好的互動關(guān)係?

評論:2022/12/116Example:EssayAppraisals員工是否遵CriticalIncidentsAppraisals重要事件法Supervisorskeepadiaryaboutemployee’scritical(key)behaviorCriticalincidentscouldbegoodorbad(effectiveorineffective)Providesqualitativedata(屬質(zhì)資料)2022/12/117CriticalIncidentsAppraisalsExample:CriticalIncidentsTechnique

十月二號:小華熱心為視力不佳的客人詳細解說菜單內(nèi)容十月八號:顧客詢問主菜(魚)是於可否用其他方式烹調(diào)，小華沒有詢問廚房就一口回答說不。十月十九日:小華upsell一瓶很貴的wine十月二十八日:小華上班領節(jié)忘了打並且穿白色襪子2022/12/118Example:CriticalIncidentsTeForced-choiceAppraisal強迫選擇法Requireratertochoosebetweentwosimilarstatements(bothgoodorbad)Raterneedstoidentifywhichstatementbestdescribehis/heremployeesProvidesquantitativedata(屬量資料)2022/12/119Forced-choiceAppraisal強迫選擇法2Example:Forced-ChoiceMethod1a.Workshard1b.Worksquickly2a.Isresponsivetocustomers2b.Showsinitiative3a.Producespoorquality3b.LacksgoodworkhabitsInstruction:pleasechooseonestatementthatbestdescribeyouremployeefromeachpairedstatements.2022/12/120Example:Forced-ChoiceMethod1TraditionalRatingTheoldestandmostpopularevaluationmethodShowsboththeperformancedimension(i.e.,workquality)andtheratingscale(i.e.,verygoodtoverybad)Providesquantitativedata(屬量資料)2022/12/121TraditionalRating2022/11/30212022/12/1222022/11/3022BehaviorAnchoredRatingScale(BARS)BARS-行為定位法BARS=RatingScale+CriticalIncidentsRatingscalesallowsupervisorto“rates”onemployee’sbehaviorCriticalincidentsprovideclearideaofdesiredandundesiredbehaviorProvidesquantitativedata(屬量資料)2022/12/123BehaviorAnchoredRatingScale2022/12/1242022/11/3024MultipleEmployeeEvaluationMethods

RelativeJudgmentRanking排序法依表現(xiàn)高低排序PairedComparison兩兩相比法-兩個兩個進行比較ForcedDistribution強迫分配法-Normaldistribution2022/12/125MultipleEmployeeEvaluationMRankingsandPerformanceLevelsAcrossWorkTeamsActualRankedWork10(High)987654321(Low)RankedWorkRankedWorkMarcos(1)Uma(2)Joyce(3)Bill(4)Richard(5)Jill(1)Tom(2)Sue(3)Greg(4)Ken(5)Frank(1)Julien(2)Lisa(3)Jolie(4)Steve(5)2022/12/126RankingsandPerformanceLevel2022/12/1272022/11/30272022/12/1282022/11/3028DevelopingBARSStep1:列出並定義工作的基本構(gòu)面Step2:針對每一構(gòu)面收集criticalincidentsStep3:擬定每一構(gòu)面的高中低績效標準並指派適合的criticalincidentStep4:整合評估2022/12/129DevelopingBARSStep1:列出並定義工作ManagementbyObjective(MBO)Result-orientedAppraisal依據(jù)公司經(jīng)營目標，員工充分參與其工作目標之制定，達成目標的分法，及事後工作成效考核方法(self-appraisal)。FourstepsGoalsettingmeasurableandconsistentateachlevel(Organization,dept.,mger,ee)ActionplanningSelf-controlPeriodicreview2022/12/130ManagementbyObjective(MBO)RMBOEmployeeproposesgoalsEmployeeandmanagerdiscussgoalsandreachanagreementonspecificgoalsEmployeeandmanageragreeonspecificactionplantoattaingoalsbywhenManagerencouragesgoalattainmentinformallyfromtimetotimeAttheendofevaluationperiod,employeesandmanagermeetagaintodiscussresults2022/12/131MBOEmployeeproposesgoals2022MBO優(yōu)EmphasizeontheresultseeparticipatesinsettinggoalswouldincreaseperformanceImprovesupervisor-eerelationship缺Doesn’tworkifmgercan’ttrusteeTime-consumingtosetupgoalswithindividualeeDifficulttomakeacomparisonamongees2022/12/132MBO優(yōu)2022/11/3032PA

IssuesofValidityandReliabilityPAValidityPA內(nèi)容需與工作清單或工作說明書一致(performancestandardsmustbebasedonJobAnalysis)績效評估須針對不同的績效構(gòu)面(performancedimension)來進行評估(evaluationshouldbebasedonspecificdimensionsofjob)Performancestandardsshouldbeobjective(公正）andobservable（可觀察）2022/12/133PA

IssuesofValidityandReliPAReliability與員工清楚溝通評估的標準(performancestandardsshouldbecommunicatedtoandunderstoodbytheemployees)進行績效評估的主管需接受訓練以避免評估上有誤差產(chǎn)生(Trainevaluatorstoavoidratingerrors)採用多位評估人員以得到較公正的結(jié)果(Usemorethanoneevaluatorwheneverpossible)2022/12/134PAReliability2022/11/3034

Leniency

/SeverityError:寬鬆/嚴厲錯誤CentralTendencyErrors:中央趨勢錯誤SimilarityError:相似性錯誤HaloError:月暈效應RecencyErrors:近期效應PastAnchoringErrors:受到過去PA結(jié)果影響來評定現(xiàn)在PA結(jié)果Bias/Prejudices:偏見錯誤PA-ProblemswiththeEvaluator2022/12/135

Leniency/SeverityError:寬WhodoesPASupervisor-appraisal主管評量Self-appraisal自我評量Peer-appraisal同齊評量Customer-appraisal顧客評量360degreeappraisal360度全方位評量2022/12/136WhodoesPASupervisor-appraisaWhenThingsGoWrong

(Design&OperatingProblems)PoorDesignImproperperformancecriteriaTechnique(tool)cumbersomeTechnique(tool)time?consumingResistancetowritingordocumentationLackofTopManagementSupportDualPurposeUseAdministrative&developmentuse(coach&judge)Employeecan’ttakenegativefeedbackeasily2022/12/137WhenThingsGoWrong

(Design&EffectivePASystemEstablish&communicateclearperformancestandardUsebehavior-basedmeasuresCombineabsoluteandrelativestandardsProvideongoingfeedbackHavemultipleraters360degreeappraisalTrainappraisers2022/12/138EffectivePASystemEstablish&PerformanceReviewStep1:PreparationStep2:Initiation

Step3:ContentStep4:Feedback2022/12/139PerformanceReviewStep1:Prep

Step1:績效考核會談準備事項ReviewJobdescription(performancestandard)持續(xù)性觀察員工表現(xiàn)完成績效考核表Keystrength&weakness分析缺點原因思考可能改進方法告知員工績效考核會談時間事先給於員工一份自我審核表2022/12/140Step1:績效考核會談準備事項ReviewJob

Step2:面談出始期建立正面溝通氣氛PAReview地點具私密性(privacy)鼓勵員工發(fā)表意見主管了解會談目的例舉優(yōu)良行為與事蹟詢問員工自我評量結(jié)果2022/12/141Step2:面談出始期建立正面溝通氣氛2022/11/

Step3:Content清楚具體的溝通考核結(jié)果由generaltospecificFocuson“behavior”釐清員工表現(xiàn)與performancestandard之間的差距重述desiredbehavior讓員工有申辯的機會2022/12/142Step3:Content清楚具體的溝通考核結(jié)果202

Step4:FeedbackSuggestionsforImprovementPersonalGrowthSetupnextperformancegoals總結(jié)討論內(nèi)容(actionplanforEmployee&Supervisor)DeterminenextPAreviewtimeDOCUMENT2022/12/143Step4:FeedbackSuggestionsfChapter8

PerformanceAppraisal2022/12/144Chapter8

PerformanceAppraisaPerformanceAppraisalDefinitionFunctionsBasicComponentsPerformanceAppraisalTechniquesPerformanceAppraisalErrorsEffectivePerformanceAppraisalSystemIssues&Conflicts2022/12/145PerformanceAppraisalDefinitioPerformanceAppraisalAmeansfordetermininghowwellyouremployeesisdoinginachievingthecriteriaconsideredessentialforsuccessinhis/herposition.2022/12/146PerformanceAppraisalAmeansfPurposesAdministrationpurposesPayraisePromotionLayoffTraining/developmentpurposesTrainingDevelopment2022/12/147PurposesAdministrationpurposeSetcriteriafornewemployees----------------------“Whatdoesthisjobrequire?”Identifytrainingneeds-------------------------“DoesXneedtraining?”Appraisetrainingeffectiveness------------------------“Doesthistrainingwork?”Dividemeritbudget-------------------------“Whoshouldgethowmuch?”Giveemployeesfeedback-------------------------“HowamIdoing?”Appraiseorganizationeffectiveness--------------------------“Areweachievingourgoals?”Identifyindividualstobelaidofforfired-------------------------“Whoshouldgofirst?”Identifyindividualsforpromotion/transfer--------------------------“Whocandothisjob?”Identifyindividualsforraises,honors---------------------------“Whoshouldberewarded?”UsesofPerformanceAppraisalDataEmployeeAppraisalData2022/12/148SetcriteriaforIdentifytrain1-Establishworkexpectations(JobAnalysis)C

O

A

C

H

I

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G2-Reviewprogress&reviseworkexpectationasnecessaryObserve,describe&documentperformance3-Completeperformance&developmentappraisalforms4-Conductformalperformanceanddevelopmentappraisaldiscussion&establishdevelopmentplans5-Determinesalaryactions6-Conduct

salarydiscussionsPerformanceAppraisalProcess2022/12/1491-EstablishworkexpectationsCEstablishperformancestandardsSetmeasurablegoalsMeasureactualperformanceCompareactualperformancewithstandardsDiscusstheappraisalwiththeemployeeIfnecessary,initiatecorrectiveaction2022/12/150EstablishperformancestandardBenefitsofPATomanagerBuildbettercommunicationShowtheimportanceofmeetingstandardsPinpointtrainingneeds2022/12/151BenefitsofPATomanager2022/1BenefitsofPAToemployeeIdentifytheirstrengthsweaknessIdentifyemployees’contributionstotheorganizationConsiderlong-rangecareerplans2022/12/152BenefitsofPAToemployee2022/BasicComponentsofaPASystemEstablishingPerformanceStandards JobAnalysis/JobDescriptionResults/Behaviors/TraitsMakingPerformanceObservation(datacollection)Productivityrecords:results-orienteddataObservationrating:behavior/trait-orienteddata2022/12/153BasicComponentsofaPASysteBasicComponentsofaPASystem(con’t)MakingPerformanceJudgments(PAtechniques/methods)Individualevaluationmethods(absolutestandards)Multipleemployeeevaluationmethods(relativestandards)PerformanceFeedbackAdministrationdecisionTraining&development2022/12/154BasicComponentsofaPASystePAcriterion績效效標Trait-orientedPAcriterion(50’)著重個人特質(zhì)(忠誠，積極)Result-orientedPAcriterion(60’)著重工作的結(jié)果(#ofroomsold,profits)Behavior-orientedPAcriterion(70’)著重於完成工作前所須具備的行為(溝通，規(guī)劃，按時上下班）2022/12/155PAcriterion績效效標Trait-orientePerformanceAppraisalTechniquesAnappraisalformatthataskssupervisorstocompareanemployee'sperformancetotheperformanceofotheremployeesdoingthesamejob.RelativeStandards相對標準評估法Anappraisalformatthataskssupervisorstomakejudgmentsaboutanemployee’sperformancebasedsolelyonperformancestandards.AbsoluteStandards絕對標準評估法2022/12/156PerformanceAppraisalTechniquIndividualEvaluationMethods

AbsoluteStandardsEssayAppraisals敘述法CriticalIncidentTechnique重要事件法TraditionalRatingScale傳統(tǒng)評分法BehaviorallyAnchoredRatingScale(BARS)行為定向法ManagementbyObjectives(MBO)2022/12/157IndividualEvaluationMethods

EssayAppraisals敘述法ThesimplestPAmethodRatersanswersomegeneralquestionsaboutemployees’performanceProvidesqualitativedata(屬質(zhì)資料)2022/12/158EssayAppraisals敘述法2022/11/301Example:EssayAppraisals員工是否遵從工作指令?

評論:員工是否準時完成指派的工作?評論:員工的工作品質(zhì)是否有達到公司要求? 評論:員工是否願意主動承擔額外的工作量?

評論:員工是否與其他同事維持良好的互動關(guān)係?

評論:2022/12/159Example:EssayAppraisals員工是否遵CriticalIncidentsAppraisals重要事件法Supervisorskeepadiaryaboutemployee’scritical(key)behaviorCriticalincidentscouldbegoodorbad(effectiveorineffective)Providesqualitativedata(屬質(zhì)資料)2022/12/160CriticalIncidentsAppraisalsExample:CriticalIncidentsTechnique

十月二號:小華熱心為視力不佳的客人詳細解說菜單內(nèi)容十月八號:顧客詢問主菜(魚)是於可否用其他方式烹調(diào)，小華沒有詢問廚房就一口回答說不。十月十九日:小華upsell一瓶很貴的wine十月二十八日:小華上班領節(jié)忘了打並且穿白色襪子2022/12/161Example:CriticalIncidentsTeForced-choiceAppraisal強迫選擇法Requireratertochoosebetweentwosimilarstatements(bothgoodorbad)Raterneedstoidentifywhichstatementbestdescribehis/heremployeesProvidesquantitativedata(屬量資料)2022/12/162Forced-choiceAppraisal強迫選擇法2Example:Forced-ChoiceMethod1a.Workshard1b.Worksquickly2a.Isresponsivetocustomers2b.Showsinitiative3a.Producespoorquality3b.LacksgoodworkhabitsInstruction:pleasechooseonestatementthatbestdescribeyouremployeefromeachpairedstatements.2022/12/163Example:Forced-ChoiceMethod1TraditionalRatingTheoldestandmostpopularevaluationmethodShowsboththeperformancedimension(i.e.,workquality)andtheratingscale(i.e.,verygoodtoverybad)Providesquantitativedata(屬量資料)2022/12/164TraditionalRating2022/11/30212022/12/1652022/11/3022BehaviorAnchoredRatingScale(BARS)BARS-行為定位法BARS=RatingScale+CriticalIncidentsRatingscalesallowsupervisorto“rates”onemployee’sbehaviorCriticalincidentsprovideclearideaofdesiredandundesiredbehaviorProvidesquantitativedata(屬量資料)2022/12/166BehaviorAnchoredRatingScale2022/12/1672022/11/3024MultipleEmployeeEvaluationMethods

RelativeJudgmentRanking排序法依表現(xiàn)高低排序PairedComparison兩兩相比法-兩個兩個進行比較ForcedDistribution強迫分配法-Normaldistribution2022/12/168MultipleEmployeeEvaluationMRankingsandPerformanceLevelsAcrossWorkTeamsActualRankedWork10(High)987654321(Low)RankedWorkRankedWorkMarcos(1)Uma(2)Joyce(3)Bill(4)Richard(5)Jill(1)Tom(2)Sue(3)Greg(4)Ken(5)Frank(1)Julien(2)Lisa(3)Jolie(4)Steve(5)2022/12/169RankingsandPerformanceLevel2022/12/1702022/11/30272022/12/1712022/11/3028DevelopingBARSStep1:列出並定義工作的基本構(gòu)面Step2:針對每一構(gòu)面收集criticalincidentsStep3:擬定每一構(gòu)面的高中低績效標準並指派適合的criticalincidentStep4:整合評估2022/12/172DevelopingBARSStep1:列出並定義工作ManagementbyObjective(MBO)Result-orientedAppraisal依據(jù)公司經(jīng)營目標，員工充分參與其工作目標之制定，達成目標的分法，及事後工作成效考核方法(self-appraisal)。FourstepsGoalsettingmeasurableandconsistentateachlevel(Organization,dept.,mger,ee)ActionplanningSelf-controlPeriodicreview2022/12/173ManagementbyObjective(MBO)RMBOEmployeeproposesgoalsEmployeeandmanagerdiscussgoalsandreachanagreementonspecificgoalsEmployeeandmanageragreeonspecificactionplantoattaingoalsbywhenManagerencouragesgoalattainmentinformallyfromtimetotimeAttheendofevaluationperiod,employeesandmanagermeetagaintodiscussresults2022/12/174MBOEmployeeproposesgoals2022MBO優(yōu)EmphasizeontheresultseeparticipatesinsettinggoalswouldincreaseperformanceImprovesupervisor-eerelationship缺Doesn’tworkifmgercan’ttrusteeTime-consumingtosetupgoalswithindividualeeDifficulttomakeacomparisonamongees2022/12/175MBO優(yōu)2022/11/3032PA

IssuesofValidityandReliabilityPAValidityPA內(nèi)容需與工作清單或工作說明書一致(performancestandardsmustbebasedonJobAnalysis)績效評估須針對不同的績效構(gòu)面(performancedimension)來進行評估(evaluationshouldbebasedonspecificdimensionsofjob)Performancestandardsshouldbeobjective(公正）andobservable（可觀察）2022/12/176PA

IssuesofValidityandReliPAReliability與員工清楚溝通評估的標準(performancestandardsshouldbecommunicatedtoandunderstoodbytheemployees)進行績效評估的主管需接受訓練以避免評估上有誤差產(chǎn)生(Trainevaluatorstoavoidratingerrors)採用多位評估人員