BA 2204 and BAS 324 Human Resource Management Appraising and managing performance Instructor: Ça ğ rı Topal 1

Performance appraisal Identification Measurement Management Uses Administrative Developmental Strategic 2

Identification Aspects or dimensions of performance Many dimensions and descriptions What the organization tries to achieve or its strategic, operational, and operative objectives 3

Measurement: definition and tools Assigning numbers or labels to reflect an employee’s performance on the identified characteristics or dimensions Judgment type Relative judgment Absolute judgment Measurement focus Trait appraisal Behavioral appraisal Outcome appraisal 4

Measurement: relative judgment Comparing an employee’s performance to the performance of other employees doing the same job Recognizing small significant differences No information about absolute differences No information about absolute performance Manufacturing differences Ineffective feedback Administrative use 5

Measurement: absolute judgment Comparing an employee’s performance with predetermined standards Comparability across employees within different organizational groups Detailed and effective feedback Cooperative work environment Not recognizing small significant differences Inconsistency between different evaluators Developmental use 6

Measurement: trait Developing judgments about employees’ traits or individual characteristics Quick indicator for relevant behavioral tendencies Ambiguity Evaluator biases Not including all relevant traits and difficulty in weighing traits Focus on personality rather than performance and ineffective feedback 7

Measurement: behavior Evaluating whether an employee shows expected behavioral standards Concreteness and easy to measure Concrete performance examples Fast and effective feedback Participative development and motivation Time-consuming and difficult development Detailed and exclusionary Obsoleteness with organizational change Biased standards 8

Measurement: outcome Assessing the achievement of an employee in terms of outcomes and targets Clarity and objectivity Flexible standards Relation to strategic goals Ignorance of uncontrollable factors Ignorance of performance processes 9

Measurement: reviewers Supervisor Self Peer Subordinate Customer Multiple 10

Measurement: challanges Rater errors and bias Halo error Restriction of range error Personal bias Comparability Liking Organizational politics Individual vs. group focus in teams 11

Management Appraisal interview Performance improvement Identifying or exploring the causes of performance problems Developing an action plan to control the problems Empowering workers Giving feedback to workers 12