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Managing Employees’ Performance
7 Chapter 6 Training Employees What Do I Need to Know? C H A P T E R 1. Discuss how to link training programs to organizational needs. 2. Explain how to assess the need for training. 3. Explain how to assess employees’ readiness for training. Describe how to plan an effective training program. Compare widely used training methods. Summarize how to implement a successful training program. Evaluate the success of a training program. 8. Describe training methods for employee orientation and diversity management. Managing Employees’ Performance © 2005 McGraw-Hill Ryerson Ltd.
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Managing Performance in the RCMP
2 of 15 Managing Performance in the RCMP Managing employee’s performance in the RCMP is a strategic process. Supervisors play a key role including monitoring employees’ performance, giving feedback and taking the role of learning coach © 2005 McGraw-Hill Ryerson Ltd.
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The Process of Performance Management
© 2005 McGraw-Hill Ryerson Ltd.
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Performance Appraisal
4 of 15 Performance Appraisal Performance Appraisal The measurement of specific areas of an employee’s performance Helps the organization motivate people and link performance and rewards Encourages employees to cooperate and helps the employee focus on specified goals © 2005 McGraw-Hill Ryerson Ltd.
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Purpose of Performance Management
Strategic • Helps organization achieve its objectives Links employees’ behaviour with the organization’s goals Administrative • Provides information for day-to-day decisions • Can have great impact on employees Development • Basis for developing employees competencies Awareness of strengths and areas for improvement © 2005 McGraw-Hill Ryerson Ltd.
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Criteria for Performance Management
6 of 15 Criteria for Performance Management Fit with strategy Criteria for Effectiveness Validity Specific feedback Acceptability Reliability © 2005 McGraw-Hill Ryerson Ltd.
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Methods for Measuring Performance
7 of 15 Methods for Measuring Performance 87% of all Canadian employers use some form of performance appraisal rating system Making comparisons Rating individuals © 2005 McGraw-Hill Ryerson Ltd. .
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Making Comparisons Simple ranking Forced distribution
8 of 15 Making Comparisons Simple ranking Ranks employees from highest to lowest performance Forced distribution Assigns a certain percentage of employees to each category in a set of categories Paired comparison Compares each employee with each other employee © 2005 McGraw-Hill Ryerson Ltd.
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Rating Individuals Rating Individuals Competencies Behaviours Results
9 of 15 Rating Individuals Competencies Rating Individuals Results Behaviours © 2005 McGraw-Hill Ryerson Ltd.
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Rating Individuals Competencies Behaviours Results
10 of 15 Rating Individuals Competencies Graphic rating scale Mixed standard scale Behaviours Critical incident method Behaviourly-anchored rating scale Organization behaviour modification Results Management by objectives (MBO) Balanced scorecard © 2005 McGraw-Hill Ryerson Ltd.
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Sources of Performance Information
Managers Peers Direct reports Self Customers Sources of performance information © 2005 McGraw-Hill Ryerson Ltd.
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Performance Measurement Errors
12 of 15 Performance Measurement Errors Similar to me Giving a higher evaluation to people who seem similar to oneself Errors in distribution Leniency & strictness biases Central tendency Halo & Horns Halo: Rater reacts to one positive performance aspect and rates more positively on all areas Horns: Rater responds to one negative aspect and rates lower on other aspects © 2005 McGraw-Hill Ryerson Ltd.
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Giving Performance Feedback
13 of 15 Giving Performance Feedback Phase 1 Scheduling performance feedback Phase 2 Preparing for a feedback session Phase 3 Conducting the feedback session © 2005 McGraw-Hill Ryerson Ltd. .
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Performance Improvement
14 of 15 Performance Improvement Low Ability High Misdirected effort Solid performers High Motivation Under- utilized Under- performers Low © 2005 McGraw-Hill Ryerson Ltd.
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How Employees Are Monitored
15 of 15 How Employees Are Monitored © 2005 McGraw-Hill Ryerson Ltd.
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