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AssessmentandDevelopmentofHRMforHT

1. Identifythemajordeterminantsofindividualperformance.2. Discussthethreegeneralpurposesofperformancemanagement.Identifythefivecriteriaforeffectiveperformancemanagement.Discussthefourapproachestoperformance,thespecifictechniquesusedineachapproach,andthewaytheseapproachescomparewiththecriteriaforeffectiveperformancemanagementsystems.5. Choosethemosteffectiveperformancemeasurementapproachforagivensituation.6. Discusstheadvantagesanddisadvantagesofthedifferentsourcesofperformanceinformation.7. Choosethemosteffectivesource(s)forperformanceinformationforanysituation.8. Distinguishtypesofratingerrorsandexplainhowtominimizeeachinaperformanceevaluation.9. Identifycharacteristicsofaperformancemeasurementsystemthatfollowslegalguidelines.10. Conductaneffectiveperformancefeedbacksession.SituationalConstraints-Culture-EconomicconditionsObjectiveResultsIndividualAttributes(skills,abilities)IndividualBehaviorsOrganizationalStrategyLong&ShorttermgoalsandvaluesAnOrganizationalModelofPerformanceManagementWhatShouldManagementAppraise?TraitsTaskOutcomesBehaviorsThepurposesare:StrategicAdministrativeDevelopmentalPurposesofPerformanceManagementPurposesofPerformanceManagementPerformanceAppraisalPURPOSE:BASISFORCOMPARISON:APPRAISALTECHNIQUE:ROLEOFMANAGER:DevelopmentalAdministrativeImprovePerformanceInformationfor:payincreasespromotionsterminationsAbsoluteStandardRelativeStandardResults-OrientedBARSRatingScaleCounselorJudgeStrategicCongruenceValidityReliabilityAcceptabilitySpecificityPerformanceMeasuresCriteriaJobPerformanceMeasure:

Contamination,ValidityandDeficiencyJobPerformanceMeasureActualJobPerformanceContaminationValidityDeficiencyAcceptabilityAffectedbyThreeCategoriesofPerceivedFairnessProceduralInterpersonalOutcomePerformanceMeasurementApproachesComparativerankingforceddistributionpairedcomparisonAttributegraphicratingscalesmixedstandardscalesBehavioralcriticalincidentsBARS,BOS,andOBMassessmentcentersResultsMBO_ProMESTheQualityApproach

ApproachestoMeasuringPerformanceComparisonofApproachestoPerformanceMeasurementApproachStrategicCongruenceValidityReliabilityAcceptabilitySpecificityComparativeAttributeBehavioralResultsTQMpoorLowLowverylowverylowLowModestModestmoderategoodveryhighhighhighhighhighhighhighhighhighhighhighveryhighhighveryhighpoorWHO:SourceforPerformanceMeasuresSupervisorsPeersSubordinatesSelfCustomersErrorsinPerformanceMeasurementRaterErrorsSimilartomeContrastDistributionalerrorsHalos/HornsReducingRaterErrorTwoApproaches:RaterErrorTrainingRaterAccuracyTrainingImprovingPerformanceFeedbackGivefeedbackfrequentlyCreatetherightcontextforthediscussionHaveemployeedoself-evaluationbeforesessionEncourageparticipationduringsessionPraiseeffectiveperformanceFocusonsolvingproblemsFocusfeedbackonbehaviororresultsMinimizecriticismSetspecificgoalsandadatetoreviewprogressManagingthePerformanceofMarginalEmployeesSolidPerformershighabilityandmotivationmanagersshouldprovidedevelopmentopportunitiesMisdirectedEffortlackofabilitybuthighmotivationmanagersshouldprovideskilldevelopmentactivitiessuchastrainingUnderutilizershighabilitybutlackmotivationmanagersneedtoconsideractionsthatfocusoninterpersonalproblemsorincentivesDeadwoodlowabilityandmotivationmanagerialaction,outplacement,demotion,firing.LegalRequirementsof

PerformanceManagementSystemsConductavalidjobanalysisrelatedtoperformanceBasesystemonspecificbehaviorsorresultsTrainraterstousesystemcorrectlyReviewperformanceratingsandallowforemployeeappealProvidegu

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