Performance Management Human Resource Management

Requirements of Effective Performance Appraisals Relevance Clear link between performance standards for a job and the organization’s goals Clear links between critical job elements identified through a job analysis and the dimensions to be rated Sensitivity Distinguishes between good and poor workers Reliability Consistent, accurate Acceptability Practicality

Legal Issues Performance appraisals constitute an employment “test” Research shows that appraisal systems that are psychologically sound and effectively designed management tools are nearly always legally defensible

To Increase Legal Defensibility Be consistent with all employees across all policies Keep careful performance logs and other documentation on all employees, not just problem employees Tactful honesty is the best policy Never make promises that cannot be kept If an employee’s job is in danger due to poor performance, tell him/her

Case Law Recommendations Conduct job analysis Incorporate these characteristics into a rating instrument Train supervisors to use it properly Include a formal appeals mechanism Document the appraisal and reasons for decisions Provide performance counseling or corrective guidance

Methods of Appraising Performance Form is only one component; is a process Results-oriented methods MBO Work planning and review Behavior-oriented methods Narrative essay Ranking Paired comparisons Forced distributions Behavioral checklists Critical incidents Graphic rating scales BARS

In Successful Performance Management . . . Employees understand job expectations Many managers assume employees know how to do their jobs Develop performance standards What is to be done How well it must be done Supervisors must communicate regularly Supervisors must regularly document employee performance Supervisors and employees must cooperate

Communication is Essential The formal performance appraisal should hold no surprises Feedback should be Frequent Honest Objective Related only to performance Both positive and negative Tactful and sensitive

Completing the Formal Appraisal Refer frequently to documentation Be specific. Give examples and details Ensure comments are job related Be honest Managers usually review and approve supervisors’ ratings Employees do not have to be perfect to get the top rating

Performance Appraisal “Don’ts” Avoiding Problems Negative issues Issues all year and save them for the formal performance appraisal Rater errors Halo Contrast Recency Primacy Stringency Leniency Rating personality or potential

Performance Appraisal “Don’ts” Giving an average or above average rating to a poor performer Doing more than 70% of the talking in the interview Preaching in the interview Comparing the employee to other employees Showing inconsistency or unfairness between employees Measuring personality traits

Human Resource Management Career Development Human Resource Management

Major Thrusts of Career Programs Self-awareness Values Attitudes Interests Experiences Skills

Reality Testing Confirming self-perceptions with others Researching jobs and careers Matching self characteristics with careers Setting goals to achieve desired career goals More information Further education Further experience Others (raising capital, etc.) Action plan for goal achievement

Definition of Career Career management important today because Concerns for quality of work life and personal life planning Equal employment and affirmative action Rising educational levels and occupational aspirations Slow economic growth and reduced opportunities for advancement

Career Management in Organizations Allows for efficient management of human resources over time Today's workers do not have a clear career path to advance within an organization They are motivated if they see value in activities Require different management than that used for workers thirty years ago

Career Management in Organizations Global competition forced elimination of management positions Baby boomers have taken more places in the workforce Burnout and withdrawal unless given alternatives for challenge and achievement Career stages are linked to time beginning various career phases, not age itself

Career Management and Individual Responsibility Organizations are increasingly temporary places to work Individuals must manage their own careers Most are unequipped to do so Career strategies provide systems for organizations to deal with temporary employment

Career Management and Individual Responsibility Selecting field and employer Have macro, long-range objectives Every potential employer must be judged by these long-term objectives Accept short-term trade-ins for long term benefits Consider whether highly specialized jobs or isolated job assignments might restrict attaining your long-range objective

Career Management and Individual Responsibility Know where you are Be aware of opportunities available to you in your current position Assess your current performance, as well as how management perceives your performance Recognize when you and your organization have outlived your utility for each other

Career Management and Individual Responsibility Organizations have responsibility to Plan in terms of shorter employment relationships Such as fixed-term employment contracts with options for renegotiation and extension Invest adequate time and energy in job design and equipment