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MHR 523 (319)
Chapter 10

Human Resources Management Chapter 10

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Ryerson University
Human Resources
MHR 523
Kristyn Scott

Chapter 10 THE STRATEGIC IMPORTANCE OF PERFORMANCE MANAGEMENT -Performance management: the process encompassing all activities related to improving employee performance, productivity, and effectiveness (directs work behaviour) -includes: goal setting, pay for performance, training and development, career management and disciplinary action -performance appraisal process provides the foundation for performance management THE PERFORMANCE MANAGEMENT PROCESS 1) Defining performance expectations 2) Providing ongoing feedback and coaching 3) Conducting performance appraisals and evaluation discussions 4) Determining performance rewardsconsequences 5) Conducting development and career opportunities discussions -problems that may occur: unsure of expectations; standards are irrelevant, subjective, unrealistic; lenientstrict supervisors may differ in rating for performance appraisals; poor communications STEP 1: DEFINING PERFORMANCE EXPECTATIONS -employees require clarification of performance expectations and how they contri}}2L]]}L[Z overall results -measurable standards related to strategic objectives should be developed -e.g. personal selling can be measured in dollars of sales STEP 2: PROVIDING ONGOING COACHING AND FEEDBACK -two-way communication between both employee and manager about progression towards goal STEP 3: PERFORMANCE APPRAISAL AND EVALUATION DISCUSSION FORMAL APPRAISAL METHODS -Graphic rating scale: a scale that lists a number of traits and a range of performance for each. The employee is then rated by identifying the score that best describes his or her level of performance for each trait -Alternation ranking method: ranking employees from best to worst on a particular trait -Paired comparison method: ranking employees by making a chart of all possible pairs of employees for each trait and indicating the better employee of the pair -Forced distribution method: predetermined percentages of rates are placed in various performance categories (similar to bell-curving for uni grades) -Critical incident method: keeping a record of uncommonly good or undesirable examples of an Ko}[Z}l-related behaviour and reviewing the list with the employee at predetermined times www.notesolution.com
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