Class Notes (811,138)
Canada (494,513)
Human Resources (1,129)
MHR 523 (469)

MHR chp 8.docx

7 Pages
Unlock Document

Ryerson University
Human Resources
MHR 523
Al- Karim Samnani

March 14, 2013 Performance Management and Training and Development Performance Management  Performance objectives o Broader strategic objectives (e.g., high sales, customer satisfaction, low costs, etc.) o Strategic objectives: high sales focus o Customer satisfaction: happy customers o Low costs: compete on low costs  Performance goals o Specific desired targets (e.g., increase sales by 10%) o Aiming for 90% customer satisfaction on surveys to improve customer services  Performance measurement o Appropriate process in place to measure performance o Most jobs don’t have numbers assosicated with their jobs o We need to design measures to provide indicators of employee performance  Output measures o Appropriate measures to assess performance o Employees actual performance o We use output measures we’ve already decided on  Outcome measures o Compare output to performance goals o Comparison between performance goals and actual output  Performance Management: how do we manage performance? What can we do to manage performance?  Strategic Talent Management: how can we help employees perform to their full potential? Performance Appraisals  Employees tend to be dissatisfied with the appraisal process  Appraisals are often viewed as an administrative burden  Doesn’t always mean higher pay  Good Appraisal  Increase scores of those who have done well  Admin burden  Lots of paperwork  Pointless if people are not rewarded/ punished after performance reviews **************Uses of Performance Appraisal (name the HR function associated with it)  Performance improvement (performance management) o How can performance be improved next year  Compensation adjustments (compensation) o Depending on ranking after appraisal give associated % increase in pay o Good performance results in pay increase  Placement decisions (human resource planning) o Transfer, demotion, promotion o Indicated good performance by appraisal and give performance scores  Training & development needs (training and development) o Employee needs to work on areas for training based on employee weakness indicated on appraisal  Career planning & development (human resource planning) o It is hard for employee to initiate a conversation about wanting to become a manager in current place of employment. So when they are ready to be promoted, they often apply for jobs in other organizations.  Identify deficiencies in staffing process (selection) o Most employees are not performing well on certain criteria of job performance  Detect informational inaccuracies (job design) o Look for consistency  Diagnose job design errors (job design)  Avoid discrimination (none) o Probation period passes o You back of your decision to let go of an employee solely based on bad performance  Uncover external challenges (none) o Benefits packages o Reasons for poor performance Key Elements  Performance measures and criteria  Performance appraisal interview o Supervisor can talk to employee about performance  Employee feedback o You failed to meet expectations but here’s what you can do  Employee records and HR decisions  Human Performance Appraisal Systems  Job-related o System evaluates critical behaviours that constitute job success o Related to job only  Practical o Understood and relatively simple o Easy to understand  Performance standards o Relates to the desired results of each job (i.e., benchmarks) o Set quotas for sales  Performance measures o Reports on critical behaviours (i.e., actual ratings) o Report on actual results Rater Biases 1. Halo Effect  Using one information to generalize that person as a whole 2. Error of Central Tendency  Tend to stick around the middle 3. Leniency & Strictness Bias 4. Personal Prejudice 5. Recency Effect  Last 3 months leading up to performance review is what generalizes performance over the year Characteristics for Effectiveness 1. Validity  The more job related the performance appraisal is 2. Reliability  Consistency of rating 3. Input into system development  How can they get the most out of Performance Appraisal 4. Acceptable standards 5. Acceptable goals  Goals need to be realistic 6. Control of standards  Standards need to be fair (e.g. winter months ice cream sales wont be the same as the summer) 7. Frequency of feedback  We should tell employees when they mess up, not just during performance appraisals 8. Rater training 9. Ratee training 10. Input into interview process 11. Appraisal consequences  Compensation adjustments 12. Different sources(raters)  Different raters, more managers doing the Performance appraisals Past-Oriented Noncomparative  Rating scale o Oldest and most widely used method o Subjective i.e. based on the rater’s opinion o Responses may be given numerical values o E.g. seminar 6 assignment, rate 1-7  Critical Incident o Rater records performance statements o Describes very effective/ineffective behaviour o How did the employee overcome the incident  Behaviorally- Anchored o Performance-related categories o Cites specific behaviours  Test & Observations o Appraisal based upon a test o Test may be pen & pencil or demonstration o Comparative of employees against eachother  Ranking Method o Employees ranked from best to worst o Subject to halo and recency effects o Ranked high to low  Forced Distribution o Categories are designed o Employees assigned to categories “high performing” “low performing” o 20 – 70 – 10 rule o 20 (high performers) 70 (Middle performers) 10 (low performer) o Low performers must leave the organizations within the year, new people are brought in o Method to filter out the weak Future Oriented Methods  Self- Appra
More Less

Related notes for MHR 523

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.