BUSI 3102 Lecture Notes - Lecture 7: Human Resource Management, Performance Appraisal, Job Analysis

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Employee skills and job design associated with success. Performance management process: define performance expectations, ongoing feedback/coaching, performance appraisal/evaluation discussions, determine rewards (bonuses, promotions, development/career discussions. Identification (areas of work examined: measurement (judgements must be consistent, performance management (appraisal should be future-oriented) Effective/legal performance appraisal systems: job-related and based on job analysis, properly administered, provide specific feedback, use appropriate raters. Performance appraisal (subject to bias: systematic description of individual/group job-relevant strengths and weaknesses, technical/human issues are prevalent, observation (perception & recall specific behavioural events, judgement (integration & evaluation of information) Performance appraisal uses: career planning/development, training/development needs, performance improvement, find staffing problems, job re-design, detect errors in human resource management plan. Criteria: trait-oriented (traits linked to performance, results-oriented (measurable tangible results, behaviour-oriented (what causes end result?) Factors influencing effectiveness of performance appraisal: focus on variables versus traits, meaningful input (employees, frequency/nature of supervisor feedback, supervisor/employee clarify performance standards.

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