1. Employee Performance Management

2. Dr. Deming’s View A measurement of:
Training
Communication
Tools
And skill of supervisors
Not necessarily an employees motivation

3. Effective Programs Integrate
Goal setting
Appraisal
Development
A tool to focus an employee’s gifts on keeping an organization competitive
Continuous Improvement
Understand where you are
Set higher and higher goals

4. Goal Setting Specific Measurable Control of outcome
Challenging but doable

5. Process Clear job description
Understandable appraisal collection and reporting system
Measures what is critical
Measures in a legitimate way
Feedback

6. Tools
Graphic system
Alternation (pick who you know and then rank against peer group
Pair against each member of peer group one at a time
Forced distribution model
15% high 15% low

7. Behavioral Anchored Scales
Critical incidents
Observed Behaviors
Advantages
Accurate
Clear
Feedback
Independent Dimensions (Maybe high in one are weak in another)
Consistency

8. Management by Objectives
Set organizational goals
Set Department goals
Set individual goals (joint activity, provide appropriate resources)
Conduct evaluation
Provide feedback
Downside
Time
Establishing clear goals
Continual negotiation between employee wanting easy goals and management higher goals

9. Macro Issues Halo/Horn Effect Unclear standards Central Tendency
Strictness/leniency
Bias

10. Who Should Evaluate Immediate supervisor Peers Self Subordinates
Combination (360)

11. Create an Evaluation Scorecard
CBA Professor
MBO
2 Metrics
Behavioral