MGT-555 PERFORMANCE AND CAREER MANAGEMENT

Slides:



Advertisements
Similar presentations
Appraising and Managing Performance (c) 2007 by Prentice Hall7-1 Chapter 7.
Advertisements

HOUSTON EMPLOYEE ASSESSMENT AND REVIEW (HEAR) PROCESS INFORMATION SESSION NON-SUPERVISOR For more information, visit
HOUSTON EMPLOYEE ASSESSMENT AND REVIEW (HEAR) INTERIM APPLICATION ORIENTATION FOR TRAINERS & HEAR ADMINISTRATORS For more information, visit
MGT-555 PERFORMANCE AND CAREER MANAGEMENT
Gathering Performance Information: Overview
MGT-555 PERFORMANCE AND CAREER MANAGEMENT
1 © 2006 by Smiths Group: Proprietary Data Smiths Group Online Performance Review Tool Training.
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF Session: Three 1.
Introducing the New College Scheme Seevic Performance Appraisal.
Job Analysis and Rewards
Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Managing Team Performance: Overview Definition and Importance of Teams Types.
HRM-755 PERFORMANCE MANAGEMENT
Chapter 2 Performance Management Process
Who Should Be Evaluated? All HEO EMPLOYEES  13.3b  One year appointment  Two year appointment  Substitute.
Performance Management Process: Overview
Annual Review Process Georgi Lowe UWSA Office of Human Resources & Workforce Diversity.
3.06 Develop Job Descriptions
Chapter 4 – Strategic Job Analysis and Competency Modeling
Systems and Models in Curriculum Development. In this lesson, we will focus on the systems approach to curriculum development. By the end of this lesson,
NON-UNIT EMPLOYEE EVALUATION PROCESS
Performance Management 2012 Creating and Modifying EWPS in Careers Office of Human Resources UMW: “Putting U First”
HRM-755 PERFORMANCE MANAGEMENT
Performance Management Open Information Session Spring 2009.
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF LECTURE: TWENTY SIX 1.
MGT-555 PERFORMANCE AND CAREER MANAGEMENT LECTURE NO
People First Performance Management Process Data Analysis.
Updated Performance Management for Exempt Staff Fall 2009.
Chapter 4 Performance Management and Appraisal
Classroom Assessments Checklists, Rating Scales, and Rubrics
Performance Planning & Evaluation Classified & Operational Form.
Comp 20 - Training & Instructional Design Unit 6 - Assessment This material was developed by Columbia University, funded by the Department of Health and.
OBJECTIVES, JOB TITLES, WRITING JD, FORMATS & PROFILING Job Description By: Arthur Gonzaga &Lane Joan Baay.
MGT-555 PERFORMANCE AND CAREER MANAGEMENT LECTURE NO
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF Session: Four 1.
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF Session: ELEVEN 1.
SE: CHAPTER 7 Writing The Program
MGT-555 PERFORMANCE AND CAREER MANAGEMENT LECTURE 04 1.
Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Chapter 7 Appraising and Managing Performance 7-1.
HUMAN RESOURCES Teach Cobb! It’s Better at the Top! Evaluating Central Office Employees Evaluator Training for Clerical Evaluations July 2008.
© 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama t e n t h e d i t i o n Gary Dessler.
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF LECTURE: TWENTY FOUR 1.
Chapter 6 Gathering Performance Information
HRM-755 PERFORMANCE MANAGEMENT
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF LECTURE: FOURTEEN 1.
Advances in Human Resource Development and Management Course code: MGT 712 Lecture 9.
1 Project Communications Management Lecture 11. Learning Objectives Describe the importance of good communication on projects and major components of.
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF LECTURE: TWENTY SEVEN 1.
1 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Job Analysis Chapter.
MGT-555 PERFORMANCE AND CAREER MANAGEMENT LECTURE NO
MGT-555 PERFORMANCE AND CAREER MANAGEMENT LECTURE NO
PERFROMANCE MANAGAMENT SEMINAR ON MANAGING TEAM PERFORMANCE by RAJ KUMAR BAGHEL(10EC64R21) DIPIN KUMAR (10EC64R09) PRASUN PANDE(10EC64R19)
INFOSYS JOB ANALYSIS AND JOB DESIGN
Performance Appraisal System Compensation Management Prepared by: Mr. Zaheed Husein Mohammad Al-Din, Sr. Lecturer, BBS Adapted from: Compensation, Ninth.
PERFORMANCE MANAGEMENT: DEVELOPING TOP PERFORMERS Jacquelyn Garcia HRM 704-F1WW 8/4/2013 Dr. Robin Berenson.
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF Session: TEN 1.
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF LECTURE: TWENTY THREE 1.
Chapter 6 Gathering Performance Information
Classroom Assessments Checklists, Rating Scales, and Rubrics
Job Analysis Chapter 4 Md. Al-Amin.
Performance Management -Uttam Acharya
Performance Management -Uttam Acharya
Classroom Assessments Checklists, Rating Scales, and Rubrics
Chapter 8 Performance Management and Employee Development
HRM-713 PERFORMANCE MANAGEMENT
Chapter 2 Performance Management Process
PERFORMANCE AND TALENT MANAGEMENT
PERFORMANCE and Talent MANAGEMENT
HRM-713 PERFORMANCE & Talent MANAGEMENT
Job Analysis Chapter 4 Md. Al-Amin.
HR AUDIT (An Early Evaluation System) (An Early Evaluation System) S.Jayaprakash., M.Sc (IT), PGD.HRM, DLL & AL.
Presentation transcript:

MGT-555 PERFORMANCE AND CAREER MANAGEMENT LECTURE NO - 16

RECAP Measuring Behavior Indicator Components of Competency Comparative Systems Advantages of Comparative Systems Disadvantages of Comparative Systems Absolute System

Agenda of Today’s Lecture GATHERING PERFORMANCE INFORMATION Components of Performance Management Process Gathering Performance Information Appraisal Form Components of Appraisal Form Examples of Appraisal Forms Characteristics of Appraisal Forms Desirable Features of Appraisal Forms

GATHERING PERFORMANCE INFORMATION

Gathering Performance Information Performance management process includes several stages: Prerequisite Performance planning Performance execution Performance assessment Performance review Performance renewal and Recontracting

Gathering Performance Information (Contd.) An important component of the performance assessment stage is the use of appraisal forms. These forms are instruments used to document and evaluate performance.

Gathering Performance Information (Contd.) Earlier we had discussed various techniques and approaches to measure performance, this chapter will provide a more exhaustive description of the use of appraisal forms and their content.

Appraisal form At the core of any performance management system is the assessment of performance. Information on performance is collected by using forms, which can be filled out on paper or electronically.

Appraisal form (Contd.) One advantage of filling the form electronically is that the information can be stored and it can easily be shared. For Example; Between the manager and the HR department.

Appraisal form (Contd.) Also having the data available in electronic form can help in subsequent analyses. For example; In making comparisons of the relative average performance levels of various units with in the organization.

Appraisal form (Contd.) Finally, using electronic forms is beneficial because, as changes take place in the organization or job in question, forms need to be revised and updated, and electronic forms are usually easier to modify than paper forms.

Components of Appraisal Forms Regardless of whether they are electronic or paper, appraisal forms usually include a combination of the following components. Basic employee information: this section of the form include basic employee information such as job title, division, department, and other work group information, employee number, and pay grade or salary classification.

Components of Appraisal Forms (Contd.) Accountabilities, objectives, and standards: if the organization adopts a result approach, this section of form would include the name and description of each accountability, objectives agreed upon by manager and employee, and the extent to which the objectives have been achieved.

Components of Appraisal Forms (Contd.) Competencies and indicators: If the organization adopts a behavior approach, this section of the form includes a definition of the various competencies to be assessed, together with their behavioral indicators.

Components of Appraisal Forms (Contd.) Major achievements and contributions: Some form include a section in which a rater is asked to list the two or three major accomplishments of the individual being rated during the review period.

Components of Appraisal Forms (Contd.) Developmental achievements: This section of form includes information about the extent to which the developmental goals set for the review period have been achieved. Developmental needs, plans and goals: This section of form is future oriented and includes information about specific goals and timetables in terms of employee development.

Components of Appraisal Forms (Contd.) Stakeholder input: Some forms include section to be filled out by other stakeholders, such as customers with whom the employee interacts. Employee comments: This section include reactions and comments provided by employee being rated.

Components of Appraisal Forms (Contd.) Signatures: The final section of most forms includes a section in which the employee being rated, the rater, and the raters supervisor provide their signatures to show they have seen and discussed the content of the form.

Major components of Appraisal Forms

Example of Appraisal Form

Examples of Appraisal Form Example 1; Appraisal Form evaluation Following is a generic form First the form asks for employee’s basic information. Second, while the form asks the manager to list the expected versus actual accountabilities. Third the form includes five competencies but does not include definition of competencies.

Examples of Appraisal Form (Contd.) It also does not list the indicators The form does not include space to list major achievements, developmental needs, and employee comments. The form does not solicit information from all relevant stakeholders. The following table summarizes which of the components are present;

Example 2 Appraisal Form

Example 2 Appraisal Forms Second example is similar to the first example. This form has a section for basic employee information, developmental areas, goals and employee comments. This form does not include a list of the employee’s accountabilities, objectives and standards.

Example 2 Appraisal Forms (Contd.) The competencies needed for the position are listed but not the behavioral indicators to look for to evaluate the presence of the competency. Furthermore, unlike the previous example, the employee’s developmental and major achievements are not acknowledged. And finally again stakeholders are not asked for their input. The following components are present ;

Characteristics of appraisal form We should be aware that there is no such thing as appraisal form. In some cases, a form may emphasize competencies and ignore results. This would be the case if the system adopted a behavior as opposed to results approach to measuring performance.

Characteristics of appraisal form (Contd.) In others, the form may emphasize developmental issues and minimize or even completely ignore, both behaviors and results. One size does not fit all, and different components are appropriate based on the purpose of the appraisal.

Characteristics of appraisal form (Contd.) In spite of large variability in terms of format and components, there are certain desirable features that make appraisal forms particularly effective: Simplicity: Forms must be easy to understand, easy to administer, quick to complete, clear and concise.

Characteristics of appraisal form (Contd.) Relevancy: Good forms include information related directly to the tasks and responsibility of the job, otherwise they will be regarded as an administrative burden and not a tool for performance improvement.

Characteristics of appraisal form (Contd.) Descriptiveness: Good forms require that the raters provide evidence of performance regardless of the performance level. Adaptability: Good forms allow managers in different functions and departments to adapt them to their particular needs and situations.

Characteristics of appraisal form (Contd.) Comprehensiveness: Good forms include all the major areas of performance for a particular position for the entire review period. Definitional clarity: Desirable competencies and results are clearly defined for all the raters so that everyone evaluates the same attributes.

Characteristics of appraisal form (Contd.) Communication: The meaning of each of the components of the form must be a successfully communicated to all people particularly in the evaluation process. Time orientation: Good forms help clarify expectations about performance. They address not only the past but also the future.

Desirable Features of All Appraisal Forms

Example 1

Example 2

Summary of Today’s Lecture GATHERING PERFORMANCE INFORMATION Components of Performance Management Process Gathering Performance Information Appraisal Form Components of Appraisal Form Examples of Appraisal Forms Characteristics of Appraisal Forms Desirable Features of Appraisal Forms

Thank You