PSYC 333 Lecture Notes - Lecture 7: Central Tendency, Absenteeism, Performance Appraisal
20 Aug 2016
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Chapter 7: evaluating employee performance effective and legal performance appraisal systems. Are job related and based on a job analysis. Raters must be relevant and qualified steps in developing the system. Create a task-force that includes all levels in the organization. Determine why you are evaluating performance (your goal) 90% of systems do not work (shrm survey) Identify environmental and cultural variables that could affect the system. Determine the sources used in appraising performance. Supervisors and raters are fair, objective, and unbiased. Supervisors and employees will not try to manipulate performance ratings to get desired outcomes. Raters can adequately distinguish an individual"s performance from the. Raises (86%), promotions (45%), termination decisions (30%) Upper management, direct supervisor, peers, subordinates, support staff, customers, vendors, self. 18% for nonexempt positions, 29% for exempt positions, 32% for. Goals: prevent crimes, finish shift without injury. Employee comparisons: rank order, paired comparison, forced distribution. Performance based: extent to which expectations have been met.
