Ch 10 - Performance Management

Front 1

Performance Management Process Steps

Back 1

1. Define Performance Expectations
2. Provide ongoing Feedback and Coaching
3. Conduct performance appraisal and evaluation discussion
4. determining performance rewards/consequences such as promotions, salary, increases and bonuses
5. conducting development and career opportunities discussions

Front 2

Why Define Performance Expectations?

Back 2

- define the measurable standards related to objectives for each position
- necessary since the job description doesn't have enough information about standards and expectations

Front 3

Why Provide ongoing Feedback and Coaching

Back 3

- have 2 way feedback because so both manager and employee are updated about progress and performance and goals to ensure they are still possible and reachable.
- reduces surprises (which are bad) which may upset employee or environment

Front 4

3. Do the appraisal and evaluation (what 8 scales do you use?)

Back 4

- graphic rating scale
- alternation ranking method
- paired comparison scale
- forced distribution method
- critical incident method
- behaviourally anchored rating scales
- management by objectives
- computerized and web based performance appraisal

Front 5

Graphic Rating Scale

Back 5

- Employee is rated by traits (friendly, creative) and a range of performance for each
- Criticized for subjective and vague but can be improved by giving examples of a 5 in friendliness etc.

Front 6

Alternation Ranking Method

Back 6

Ranking employees from best to worse on traits
- criticized since can't tell how great differences are b/t employees

Front 7

Paired Comparison Method

Back 7

Pair off employees in chart. Indicate better of the pair at traits.
- criticized since can't tell how great differences are b/t employees

Front 8

Forced Distribution Method

Back 8

Predetermined percentages of ratees are placed in various performance categories. 10% are Excellent, 50% average.
- could be unfair since difference b/t excellent and average guy is very little

Front 9

Critical Incident Method

Back 9

Keep a list of good or bad examples of behavior and review it with employee at predetermined times
- if Bad, review immediately to stop it

Front 10

Behaviourally Anchored Rating Scales

Back 10

Alike Critical incident. Puts number ratings w/ specific examples of performance.
- less subjective, more accurate, consistent but VERY time consuming and expensive

Front 11

Management by Objectives

Back 11

Employee and supervisor jointly define SMART Goals and regularly meet to check on progress.
- Final meeting compared results with goals.

Front 12

Computerized and Web-based Performance Appraisal

Back 12

- Managers make computerized notes on employees = Rating their traits + write text to support

Front 13

Electronic performance monitoring (EPM)

Back 13

measures data processes per day and tracks employees

Front 14

Performance Appraisal Rating Scale Problems (6)

Back 14

Unclear performance standards
Halo Effect
Central Tendency effect
Leniency/strictness bias
Recency Effect
Similar-to-me bias

Front 15

Guidelines to effective appraisal 8

Back 15

- Job related (instead of trait)
- written copy of standards in advance
- managers must OBSERVE behavior (not infer)
and Supervisors trained to USE forms correctly
- Open Discussions in private places
- Offer corrective or counselling guidance
- Appeal procedure to let employee disagree
- Avoid mixed messages
- Ensure reasonable expectations (time and performance)

Front 16

What is a 360 appraisal (5ppl)?

Back 16

An appraisal done by Supervisors, Subordinates, Peer/Team members, self, and customers

Front 17

Appraisal Interview & 3 basic types

Back 17

Interview where supervisor and employee review appraisal and make plans to improve performance.

3 types:
Satisfactory (promote) - make development plans
Satisfactory (non-promote) - maintain performance
Unsatisfactory (correctable) - plan corrective

Front 18

4. Determine Performance Rewards/Consequences (Two most important aspects used to determine the appropriate reward/consequence are:)

Back 18

- How they met the standards
- How they achieved their goals

Front 19

5. Career Development Discussion

Back 19

- Discuss opportunities for development to strengthen skills
- Business needs balanced with employee preferences