1. 12 PERFORMANCE APPRAISAL Supervision Today! 7th Edition
Appraisal, Safety, Negotiation, Change, and labor Relations
PERFORMANCE APPRAISAL 12
Supervision Today!
7th Edition
Stephen Robbins
David DeCenzo
Robert Wolter

2. Chapter Outcomes
Describe the three purposes of the performance appraisal.
Differentiate formal and informal performance appraisals.
Describe key legal concerns in performance appraisals.
Identify the three most popular sets of criteria that supervisors appraise.
Contrast absolute and relative standards.
List human errors that can distort performance appraisal ratings.
Describe what is meant by term 360-degree appraisal.
Describe the purpose of employee counseling.
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

3. Performance appraisal defined
A review of past performance that emphasizes positive accomplishments as well as deficiencies; a means for helping employees improve future performance.
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

4. Performance appraisers
Supervisor
Peers
Self
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

5. Review guidelines Prepare for and schedule the appraisal
Create a supportive environment
Describe the purpose of the appraisal
Involve the employee in the appraisal
Focus discussion on work behaviors
Support evaluation with specific examples
Provide positive feedback and feedback for improvement
Ensure that employees understand what was discussed
Generate a development plan
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

6. Legality
Performance appraisal policies set forth in organizational handbooks are increasingly construed as binding unilateral contracts.
Do everything possible to avoid the appearance of prejudice and discrimination.
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

7. Absolute-standards measurements
Written essays
Critical incidents
Checklists
Adjective rating scales
Behaviorally Anchored Rating Scales (BARS)
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

8. Sample items from a checklist appraisal form.
EXHIBIT 12–2
Sample items from a checklist appraisal form.
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

9. Example of adjective rating scale items.
EXHIBIT 12-3
Example of adjective rating scale items.
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

10. Sample BARS for an employee relations specialist.
EXHIBIT 12–4
Sample BARS for an employee relations specialist.
Source: Reprinted from Business Horizons, August Copyright 1976 by The Foundation for the School of Business at Indiana University.
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

11. Relative standards Group-order ranking Individual ranking
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

12. Group-order ranking distribution.
EXHIBIT 12–5
Group-order ranking distribution.
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

13. Objectives Objectives must be: Tangible Verifiable Measurable
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

14. Potential problems in performance appraisals
Leniency error
Halo error
Similarity error
Recency error
Central tendency error
Inflationary pressures
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

15. Overcoming appraisal hurdles
Continually document employee performance
Use behaviorally-based measures
Combine absolute and relative standards
Use multiple raters
Rate selectively
Participate in appraisal training
Conduct performance appraisals of teams
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved

16. The counseling process.
EXHIBIT 12–6
The counseling process.
Supervision Today!, 7/e
Robbins, DeCenzo, Wolter
© 2013 Pearson Education
Uppers Saddle River, NJ 07458, All Rights Reserved