BU354 Chapter Notes - Chapter 8: Balanced Scorecard, Performance Appraisal, Organizational Learning
Document Summary
Call centre supervisor must observe the following in each employee: use of company procedures and guidelines, phone manners, accuracy. Input into system development: employee participation, feeling of ownership when employees participate in influencing the performance criteria, appraisal instruments and the system being used, leads to higher acceptance rates, acceptable performance standards. If standards are set by management, it becomes their standards: standards should be set with employees and from job analysis, acceptable goals, ca(cid:374)"t (cid:271)e too high, (cid:373)ust (cid:271)e (cid:396)easo(cid:374)a(cid:271)le and specific. Input into interview process: participating in appraisal interview = morale and satisfaction, appraisal consequences, expectations of rewards for high performing employees. If files are unread and things go left unnoticed, people will be confused, frustrated, etc: different sources (raters, just one source = more chance of bias, different levels of the organization. Legal aspects of performance appraisal: performance appraisal form = legal document.
