MGHB12H3 Chapter Notes - Chapter 8: Central Tendency, Training And Development, Performance Management

169 views13 pages
21 Dec 2016
School
Department
Course
MGHB12 Week 9: Performance Appraisal:
Chapter 8: Performance Management:
Performance mgmt. systems
- Performance management process of creating a work environment in which people can perform to the best of
their abilities
o “tes fo a opa’s goals
- Performance evaluations/appraisals/reviews result of an annual or biannual process in which a manger
ealuates a eploee’s pefoae elatie to the euieets of thei jo ad uses the ifo to sho the
person where improvements are needed and why
o Use to maintain and enhance productivity
o Facilitate progress toward strategic goals
The purposes of PM
- Capailit to ifluee eploee ehaio & ipoe a og’s pefoae
- Can improve areas of revenue growth, productivity, profitability, and market value
- Administrative purposes
o PM programs provide input that can be used for the entire range of HRM activities
Pay for performance asig eploees’ pa o thei ahieeets
o Performance data can be used for HRP
o Document HRM actions resulting from legal action
o Success of HR programs depends on how employees perform against the goals established for them
- Developmental purposes
find more resources at oneclass.com
find more resources at oneclass.com
Unlock document

This preview shows pages 1-3 of the document.
Unlock all 13 pages and 3 million more documents.

Already have an account? Log in
o Concrete framework used to
Gather info about employee performance
Provide employees feedback
Disuss eploee’s goals
How eploee’s goals alig ith og’s goals
o Goal capitalize strengths and eliminate potential weaknesses, further career while improving
performance of the org
o Demonstrates that PAs are not to simply judge them
Why PM systems sometimes fail
- Problems
o Discourages teamwork by focusing on individual achievements
o Only useful at extremes high effective or high ineffective employees
o Focuses on ST achievements rather than LT improvement and learning
o Only receive feedback during formal evaluations o ae’t doe at all
- May not have formal evaluations, but use ongoing coaching, individual development plans, or other feedback
systems
- Crowdsourcing continually gathering feedback, compliments, and suggestions from different people who
ok ith a eploee usig soial eogitio appliatios istalled o a o’s opute/oile deies
Developing an effective PM system
- Not just HR’s esposiilit need to have other operational depts. actively involved
o Help establish objectives for the program
o Esue aliget ith opa’s stategi goals
o Translate to on-the-job efforts and behaviours
- More likely to accept/be satisfied with PM system when they can participate in its development
- Identify important job behaviours via experienced employees takes into account of all tasks in the system
What are the performance standards?
- Should be based on job-related requirements derived from a job analysis and reflected in employee job
descriptions and job specifications
- Specific, realistic, measurable, and written down precise info for employees to follow more accurate
feedback
- 4 elements to be considered when establishing performance standards
o Strategic relevance
o Criterion deficiency
o Criterion contamination
o Reliability
- Strategic relevance extent to which the performance standards relate to the strategic objectives of the org in
which they are applied
o Objective are translated into performance standards for the relevant employees
o Provides docs HR managers need to justify various training expenses needed to close gaps between
eploees’ uet skills ad euied skills
- Criterion deficiency should aptue the etie age of a eploee’s pefoae
- Criterion contamination fatos outside a eploee’s otol a ifluee thei pefoance
- Reliability stability/consistency of a standard or the extent to which individuals tend to maintain a certain
level of performance over time
o Measured by correlating 2 sets of ratings made by a single rater or by 2 different raters
o Calibration process whereby managers meet to discuss the performance of individual employees to
ensure that their employee evaluations are in line with one another
Helpful when training new managers to appraise employees
find more resources at oneclass.com
find more resources at oneclass.com
Unlock document

This preview shows pages 1-3 of the document.
Unlock all 13 pages and 3 million more documents.

Already have an account? Log in
Useful after a merger & acquisition differences in corporate cultures and performance
standards can cause significantly different ratings
- Fairness and acceptability
o Og politis, fi’s ultue, oietatio of aages, histo, ad uet
competitive conditions can affect how managers view and evaluate
employees
o Employees viewing system as unfair likely to consider process a waste
of time or feel frustrated/cynical
o Employees knows what constitutes as good performance and how
system operates likely to feel reassured that its fair
o Relates to how difficult it is to administer & use the PM system
Legal issues
- Must meet certain legal requirements
- Need systems to help employees perform better and document your actions as a manager
- Avoiding legal problems, performance evaluations should meet legal guidelines
o Must be job-related
o Must provide clear, written job standards in advance of evaluations
o Must e ale to osee the ehaiou the’e atig
o Document performance problems and keep them in check
o Trained to use evaluation forms correctly & apply evaluation standards when making judgments
o HR dept. should review evaluations (i.e. adverse impact on minority groups)
o Evaluations should be discussed openly and counselling/corrective guidance offered to help
o Appeals procedure should be established to allow employees to express disagreements with the
evaluations
Who should appaise a eploee’s pefoae?
- Manager/supervisory evaluation pefoae ealuatio doe  a eploee’s aage ad ofte
reviewed by a manager one level higher
o Traditional approach
o Best position to perform this function (but not always possible)
o Can use reliable & valid measures (performance records) to evaluate employee performance if there
is’t eough tie to full osee eploee
o Manager/supervisor should know the employee for more than 1 year to ensure reliability
- Self-evaluation performance evaluation done by the employee being evaluated, generally on an evaluation
form completed by the employee prior to the evaluation meeting
o Increase employee involvement in review process
o “tiulates eploee’s thikig o thei stegths & eakesses
o Best used for developmental purposes rather than administrative decisions
- Subordinate evaluations a performance evaluation of a superior by an employee, which is more appropriate
for developmental than for administrative purposes
o Subordinates in a good position to evaluate their managers frequent contact and occupy a unique
observing position
o Managers more open to the idea when this is for developmental purposes rather than administrative
o Should be submitted anonymously and results combined in a single report
- Peer evaluation pefoae ealuatio doe  oe’s fello eploees, geeall o fos opiled ito a
single profile for use in the evaluation meeting conducted by the eploee’s aage
o Belief that peers have more accurate and valid info than evaluations by superiors
o Readily identify leadership and interpersonal skills (other strengths/weaknesses)
find more resources at oneclass.com
find more resources at oneclass.com
Unlock document

This preview shows pages 1-3 of the document.
Unlock all 13 pages and 3 million more documents.

Already have an account? Log in

Document Summary

Performance management process of creating a work environment in which people can perform to the best of their abilities: te(cid:373)s f(cid:396)o(cid:373) a (cid:272)o(cid:373)pa(cid:374)(cid:455)"s goals. Capa(cid:271)ilit(cid:455) to i(cid:374)flue(cid:374)(cid:272)e e(cid:373)plo(cid:455)ee (cid:271)eha(cid:448)io(cid:396) & i(cid:373)p(cid:396)o(cid:448)e a(cid:374) o(cid:396)g"s pe(cid:396)fo(cid:396)(cid:373)a(cid:374)(cid:272)e. Can improve areas of revenue growth, productivity, profitability, and market value. Administrative purposes: pm programs provide input that can be used for the entire range of hrm activities. Developmental purposes: concrete framework used to. How e(cid:373)plo(cid:455)ee"s goals alig(cid:374) (cid:449)ith o(cid:396)g"s goals: goal capitalize strengths and eliminate potential weaknesses, further career while improving performance of the org, demonstrates that pas are not to simply judge them. May not have formal evaluations, but use ongoing coaching, individual development plans, or other feedback systems. Crowdsourcing continually gathering feedback, compliments, and suggestions from different people who (cid:449)o(cid:396)k (cid:449)ith a(cid:374) e(cid:373)plo(cid:455)ee usi(cid:374)g (cid:862)so(cid:272)ial (cid:396)e(cid:272)og(cid:374)itio(cid:374)(cid:863) appli(cid:272)atio(cid:374)s i(cid:374)stalled o(cid:374) a (cid:272)o"s (cid:272)o(cid:373)pute(cid:396)/(cid:373)o(cid:271)ile de(cid:448)i(cid:272)es.

Get access

Grade+
$10 USD/m
Billed $120 USD annually
Homework Help
Class Notes
Textbook Notes
40 Verified Answers
Study Guides
Booster Classes
Class+
$8 USD/m
Billed $96 USD annually
Homework Help
Class Notes
Textbook Notes
30 Verified Answers
Study Guides
Booster Classes