mhr chapter 8 - performance management.docx

55 views4 pages
Published on 22 Apr 2013
School
Ryerson University
Department
Human Resources
Course
MHR 523
Professor
Uses of Performance Appraisals
-
- Without an affective appraisal system, promotions, transfers and other employee-related decisions
become subject to trail and error
- Career planning and HRD suffer b/c there is no systematic performance feedback
Key Elements of Performance Appraisal Systems
- The appraisal should create an accurate picture of an individual’s job performance
- They should be job-related, be practical, have standards and use dependable measures
o Job-related the system evaluates critical behaviours that constitute job success
o Practical understood by evaluators and employees
Performance standards The benchmarks against which performance is measured-should be related to
desired results. Knowledge of these standards is collected through job analysis.
From the duties and standards in the job description, the analyst can decide which behaviours
should be evaluated
Performance measures The ratings used to evaluate employee performance. To be useful, they must be
easy to use, be reliable, and report on the critical behaviours that determine performance.
Objective performance measures those indications of job performance that are verifiable by others
quantitative
Subjective performance measures those ratings that aren’t verifiable by others – rater’s personal
opinions
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Document Summary

Without an affective appraisal system, promotions, transfers and other employee-related decisions become subject to trail and error. Career planning and hrd suffer b/c there is no systematic performance feedback. The appraisal should create an accurate picture of an individual"s job performance. They should be job-related, be practical, have standards and use dependable measures. Job-related the system evaluates critical behaviours that constitute job success: practical understood by evaluators and employees, performance standards the benchmarks against which performance is measured-should be related to desired results. Knowledge of these standards is collected through job analysis. From the duties and standards in the job description, the analyst can decide which behaviours should be evaluated: performance measures the ratings used to evaluate employee performance. To be useful, they must be easy to use, be reliable, and report on the critical behaviours that determine performance: objective performance measures those indications of job performance that are verifiable by others quantitative.

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