Human Resource Management Performance Appraisal

VALUE OF PERFORMANCE APPRAISALS Help employees and supervisors do their jobs better Improve communications and trust Provide people with clear direction Identify performance problems early Reinforce good performance Make process fairer; people are more likely to accept

PERFORMANCE RATING ERRORS Halo errors Leniency Harshness Central Tendency Contrast Recency Primacy

Halo Support Quality Quantity12345 Punctuality Attendance Support Quality Quantity12345 Punctuality Attendance 12345

Leniency NAMERATING JohnExcellent PaulWell Above Average GeorgeExcellent RingoExcellent AllisonExcellent BillWell Above Average SarahExcellent

Harshness NAMERATING JohnNeeds Improvement PaulNeeds Improvement GeorgePoor RingoPoor AllisonPoor BillWell Below Average SarahPoor

Central Tendency NAMERATING JohnAverage PaulSlightly Above Average GeorgeAverage RingoAverage AllisonSlightly Below Average BillBelow Average SarahAverage

Methods Traits Behaviors Outcomes Ranking Paired Comparisons Forced Distributions Essay MBO BARS, BES, BOS, Critical Incidents Graphic Rating Scales

Self vs. Supervisory Ratings: Why Supervisors and Subordinates Disagree Causes of performance – attribution errors Important parts of the job Feedback discrepancies

GIVING FEEDBACK Effective feedback describes behavior rather than evaluates it. Effective feedback gives specific examples of behavior rather than general ones. Effective feedback concerns behavior the individual can do something about. Feedback is most effective when it is given as soon as possible after the occurrence.

GIVING FEEDBACK (cont.) If criticism is needed, don't criticize the person. It's the behavior you object to, not the person! Encourage subordinate participation. Focus on problem solving. Focus on goal setting.

TELL-AND-SELL INTERVIEW Tell subordinate how you have evaluated him. Sell subordinate on the ways you have chosen to improve his performance. Use when You need to be very clear about your expectations. Young employee finds it difficult to evaluate himself. Employee wants no say in his job.

TELL-AND-LISTEN INTERVIEW Tell subordinate how you have evaluated him. Listen for his reactions without displaying any agreement or disagreement. Use when Employees want to be involved and participate in their jobs. You want to hear subordinate’s viewpoints. Subordinate is close in status to supervisor.

PROBLEM-SOLVING INTERVIEW Evaluating subordinate is not the goal. The goal is to help the employee develop a plan for improving his performance. Supervisor must avoid judgments and evaluation. After employee identifies weak areas supervisor helps develops a plan for improvement. Use when Goal is developing the employee. Need to let employee decide his weak areas.

PROBLEM-SOLVING/ TELL-AND-SELL INTERVIEW Start with problem-solving. End with tell-and-sell. Use when Goal is both evaluation and developmental coaching.

Legally Defensible Appraisals Expectations of satisfactory performance communicated to employee Should be based on sound job analysis Should be behaviorally based Written instructions should be provided to raters Appraisal interview should be conducted

Improving Performance Appraisal