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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2021-01-08,#,Session 10,Performance Appraisal,Chapter 3,Session 10Performance Appraisa,July 2013 Winner,What advice do you have for a recent,college graduate who wants to break,into HR?So many entry-level jobs,require HR experience.How can a,new graduate gain experience?,Job Note,July 2013 WinnerJob Note,Learning Objectives,Identify the value of performance,evaluations,Responsibilities in a performance,appraisal system,Examine types of performance,appraisal systems,Performance appraisal observations,Identify types of rater errors,Learning Objectives Identify t,Value of Performance Evaluations,Motivate,employees to perform better,Help employees identify ways in which,they can,develop and grow,Improve the,respect,employees have for,their managers,Foster good,communications,between,manager and employee,Identify poor performers and,guide,them,back on track,Documenting,poor performance as a,tool to lawfully and fairly terminate,employment if performance doesnt,improve,(If done properly),Value of Performance Evaluatio,The Company,Creates strategic plan,Provides support&resources,The Manager,Identifies job requirements,Observes&documents employee performance,Provides ongoing feedback to the employee,Provides support&resources,Manager&Employee,together,Identify job goals,Create action plans for meeting goals,Engage in ongoing dialogue about performance,The Employee,Listens to&acts on feedback from the manager,Performs by meeting requirements&goals,Provides feedback about the work environment,Responsibilities in a Performance,Appraisal System,The Company Creates strategic,Managers Perspective,On Performance Appraisals,Too much paperwork,Uncomfortable role differentiating performance,Dealing with poor performers,What are we really trying to determine?,Differences in performance between employees,How much to pay employees,Improve employee performance,Monitor progress against goals,Managers Perspective Too much,Generally Accepted Purposes,Of Performance Appraisals,Administrative,Employee Growth&Development,Legal Reasons,Conflict,Administrative,Need to differentiate,between individuals,Tied to pay increases,Employee,Development,Improve performance,Generally Accepted Purposes Ad,HRs Role in the Performance,Appraisal Process,Development,Fulfill its role of optimizing the,utilization of personnel within,the organization,Administrative,Developing systems and processes,to support the achievement of,strategic business goals,HRs Role in the Performance D,Bayers Performance,Appraisal System,Bayers Performance,Performance Appraisal Systems,Trait systems,Comparison systems,Behavioral systems,Goal-oriented systems,Performance Appraisal Systems,Trait Systems Characteristics,Trait systems,Raters evaluate each employee,s traits or characteristics.,Quality of work,Judgment,Quantity of work,Leadership responsibility,Dependability,Decision-making ability,Cooperation,Creativity,Initiative,Trait Systems CharacteristicsT,Trait Appraisal Example,Example:Copyright 2013 Pearson Education,Inc.Publishing as Prentice Hall,Trait Appraisal ExampleExample,Comparison systems,Employees performance evaluated against the performance of other employees.,Rates and ranks performance,Types,Forced distribution,Paired comparisons,Comparison Systems,Comparison systemsComparison S,Forced Distribution Example,Example:Copyright 2013 Pearson Education,Inc.Publishing as Prentice Hall,Forced Distribution ExampleExa,Paired Comparison Example,Example:Copyright 2013 Pearson Education,Inc.Publishing as Prentice Hall,Paired Comparison ExampleExamp,Behavioral Systems,Behavioral systems,Rate employees on the extent to which they display successful job performance behaviors.,Types:,Critical-incident technique(CIT),Behaviorally-anchored rating scales(BARS),Behavioral observation scales(BOS),Behavioral SystemsBehavioral s,Critical Incident Technique(CIT),Employees and supervisors identify and label job behaviors and results,Supervisors observe and record,Requires extensive documentation,Critical,Incidents,Example,Example:Copyright 2013,Pearson Education,Inc.,Publishing as Prentice Hall,Critical Incident Technique(C,Behaviorally-Anchored,Rating Scales(BARS),Based on 810 expected job behaviors,Employees rated on ability to perform each behavior,Ratings highly defensible,Encourages all raters to make evaluations in similar ways,Behaviorally-Anchored,Example,Example:Copyright 2013,Pearson Education,Inc.,Publishing as Prentice Hall,Behaviorally-Anchored Based on,Behavioral Observation,Scales(BOS),Documents positive performance behaviors on job dimensions,Employees rated on exhibited behaviors,Ratings averaged for overall rating,BOS,Example,Behavioral Observation Docume,Goal-oriented Systems,Goal-oriented systems,Typically used to evaluate employees,progress toward strategic planning objectives.,Management-by-Objectives,Supervisors and employees set objectives,Highly
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