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Lecture

Human Resources Management Ch 10

3 Pages
98 Views

Department
Human Resources
Course Code
MHR 523
Professor
Margaret Yap

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Chapter 10 ± Performance Management
Performance management ± encompassing all activities related to improving employee performance,
productivity & effectiveness
1. Define performance expectations & goals ± measurable
2. Providing ongoing feedback & coaching ± 2 way communication, ongoing
3. Conducting performance appraisal & evaluation discussions - formats
4. Determining performance rewards/consequences ± how employee meets standards
5. Conducting development & career opportunities discussions ± strengthen, improvements
Graphic rating scale ± lists number of traits & range of performance for each; employee rated by
identifying score that best describes their level of performance for each trait, unclear standards
Alternation ranking method ± rank employees from best to worst on particular trait
Paired compassion method ± rank employees by making chart of all possible pairs of employees for each
trait & indicate the better employee of the pair
Forced distribution method ± predetermined percentages of ratees placed in various performance
categories; bell curves
- Disadvantages: productivity affected, low morale/confidence, always have a lower %
Critical incident method ± keep record of uncommonly good/undesirable exampOHVRIHPSOR\HHVZRUN-
related behaviour & reviewing list with employee at predetermined times
Behaviourally anchored rating scale (BARS) ± appraisal method, combine benefits of narratives, critical
incidents & quantified ratings by anchoring a quantified scale with specific narrative examples of good &
poor performance, consistency & verify, employee development, time consuming to develop
1. Generate critical incidents ± specify effective & effective performance
2. Develop performance dimensions ± cluster incidents into smaller set of performance
3. Reallocate incidents ± group incidents into same clusters & retain incidents similarly assigned
twice
4. Scale incidents ± rate behaviour representation
5. Develop final instrument ± behavioural anchors for each incident
Advantages: more accurate measure, clearer standards, feedback, independent dimensions,
consistency
Management by objectives (MBO) ± setting specific measurable goals with each employee & periodically
reviewing progress made; organization-wide, goal setting & appraisal program
1. 6HWRUJDQL]DWLRQVJRDOV
2. Set departmental goals
3. Discuss departmental goals
4. Define expected results (set individual goals)
5. Performance reviews: measure the results
6. Provide feedback
Challenges: setting unclear, non-measurable objectives, time consuming
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Description
Chapter 10 Performance Management Performance management encompassing all activities related to improving employee performance, productivity & effectiveness 1. Define performance expectations & goals measurable 2. Providing ongoing feedback & coaching 2 way communication, ongoing 3. Conducting performance appraisal & evaluation discussions - formats 4. Determining performance rewardsconsequences how employee meets standards 5. Conducting development & career opportunities discussions strengthen, improvements Graphic rating scale lists number of traits & range of performance for each; employee rated by identifying score that best describes their level of performance for each trait, unclear standards Alternation ranking method rank employees from best to worst on particular trait Paired compassion method rank employees by making chart of all possible pairs of employees for each trait & indicate the better employee of the pair Forced distribution method predetermined percentages of ratees placed in various performance categories; bell curves - Disadvantages: productivity affected, low moraleconfidence, always have a lower % Critical incident method keep record of uncommonly goodundesirable exampO0841025O4008Z47N- related behaviour & reviewing list with employee at predetermined tim
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