1. Performance Appraisal
Chapter 17

2. Performance Appraisal
The identification, measurement, and management of human performance in organizations.

3. A Model of Performance Appraisal
Identification
Measurement
Management

4. Dimension
An aspect of performance that determines effective job performance.

5. The Benefits of Performance Appraisal
Employer Perspective:
Despite imperfect measurement techniques, individual differences in performance can make a difference to company performance.
Documentation of performance appraisal and feedback may be needed for legal defense.
Appraisal provides a rational basis for constructing a bonus or merit system.
Appraisal dimensions and standards can help to implement strategic goals and clarify performance expectations.
Providing individual feedback is part of the performance management process.
Despite the traditional focus on the individual, appraisal criteria can include teamwork and the teams can be the focus of the appraisal.
Though there is generally a lot of dissatisfaction with the way appraisals are conducted, these next two illustrations highlight some of the benefits of performance appraisal; from the perspective of the employer and the employee.

6. The Benefits of Performance Appraisal (cont.)
Employee Perspective:
Performance feedback is needed and desired.
Improvement in performance requires assessment.
Fairness required that differences in performance levels across workers be measured and have an effect on outcomes.
Assessment and recognition of performance levels can motivate workers to improve their performance.

7. Measurement Tools The type of judgment that is required
Relative or absolute
The focus of the measure
Trait, behavior, or outcome
Numerous techniques for measuring performance have been developed over the years, and managers have a wide array of appraisal formats from which to choose. The most common and legally defensible of these formats are shown here.

8. Relative and Absolute Judgment
Relative Judgment
An appraisal format that asks supervisors to compare an employee's performance to the performance of other employees doing the same job.
Absolute Judgment
An appraisal format that asks supervisors to make judgments about an employee’s performance based solely on performance standards.

9. Rankings and Performance Levels Across Work Teams
Actual
Ranked Work
Ranked Work
Ranked Work
10 (High) 9 8 7 6 5 4 3 2
1 (Low)
Marcos (1)
Uma (2)
Joyce (3)
Bill (4)
Richard (5)
Jill (1)
Tom (2)
Sue (3)
Greg (4)
Ken (5)
Frank (1)
Julien (2)
Lisa (3)
Jolie (4)
Steve (5)

10. Trait Appraisal, Behavioral Appraisal & Outcome Appraisal Instruments
An appraisal tool that asks a supervisor to make judgments about worker characteristics that tend to be consistent and enduring.
Behavioral Appraisal
An appraisal tool that asks managers to assess a worker’s behaviors.
Outcome Appraisal
An appraisal tool that asks managers to assess the results achieved by workers.

11. Rate each worker using the scales below.
Sample Trait Scales
Rate each worker using the scales below.
Decisiveness:
Very low Moderate Very high
Reliability:
Very low Moderate Very high
Energy:
Very low Moderate Very high
Loyalty:
Very low Moderate Very high

12. Evaluation of Major Appraisal Formats
Administrative Use
Developmental Use
Legal Defensibility
Absolute
Relative
Trait
Behavior
Outcome ++ + + - - -- ++ +
-- Very Poor
- Poor
0 Unclear or mixed
+ Good
++ Very good

13. Challenges to Effective Performance Measurement
Rater errors and bias
The influence of liking
Organizational politics
Whether to focus on the individual or the group
Legal issues

14. Legal Issues
A recent analysis of 295 court cases involving performance appraisal found judges’ decisions to be favorably influenced by the following additional factors:
Use of job analysis
Providing written instructions
Allowing employees to review appraisal results
Agreement among multiple raters (if more than one was used)
The presence of rater training

15. Communication Skills for the Appraisal Interview
Benefit
Description
Example
Nonverbal Attending
Open and Closed Questions
Suggests interest and active listening.
Appropriate use of open and closed questions can ensure an effective flow of communication during an interview.
Rater sits with a slight forward, comfortable lean of the upper body, maintains eye contact, and speaks in a steady and soothing voice.
—Open questions encourage information sharing and are most appropriate early in an interview or in complex, ambiguous situations.
—Closed question evoke short responses and are useful for focusing and clarifying.
While the ratee is speaking, the rater looks at the person and gently nods head to signal interest.
— Open questions start with words like “Could,” “Would,” “How,” “What,” or “Why”.
— Closed questions start with words like “Did,” “Is,” or “Are.”

16. Communication Skills for the Appraisal Interview (Cont.)
Benefit
Description
Example
Paraphrasing
Reflection of Feeling
Paraphrasing can clarify and convey to the ratee that you are listening actively.
Shows that you are trying to understand the emotional aspect of the workplace. The empathy and sensitivity of such reflection can open up communication and allow the interview to move more meaningfully to task-related issues.
A paraphrase is a concise statement in your own words of what someone has just said. It should be factual and nonjudgmental.
Similar to paraphrase, a reflection of feeling is a factual statement of the emotions you sense the other person is feeling. Be cautious about using this technique insincerely or with those who need professional help.
You might begin by saying “If I have this right…” or “What you’re saying is…” and end with “Is that correct?” or “That’s what you are saying?”
Start by saying something like “It sounds like you’re feeling…” End as you would a paraphrase (“Is that right?”).

17. Communication Skills for the Appraisal Interview (Cont.)
Benefit
Description
Example
Cultural Sensitivity
Communication is more effective when you are sensitive to the possible influence of cultural differences.
Pay attention to cultural differences that may influence how another person communicates and how you might communicate with others.
When dealing with employees from a culture that is highly formal, avoid addressing them in the workplace by their first names. Doing so may signal disrespect.

18. Situational (System) Factors to Consider in Determining the Causes of Performance Problems
Poor coordination of work activities among workers.
Inadequate information or instructions needed to perform a job.
Low-quality materials.
Lack of necessary equipment.
Inability to obtain raw materials, parts, or supplies.
Inadequate financial resources.
Poor supervision.
Uncooperative coworkers and/or poor relations among people.
Inadequate training.
Insufficient time to produce the quantity or quality of work required.
A poor work environment (for example, cold, hot, noisy, frequent
interruptions.)
Equipment breakdown.

19. How to Determine and Remedy Performance Shortfalls
Cause
Questions to Ask
Possible Remedies
Ability
Effort
Situation
Has the worker ever been
able to perform adequately?
Can others perform the job
adequately, but not this worker?
Is the worker’s performance
level declining?
Is performance lower on all
tasks?
Is performance erratic?
Are performance problems
showing up in all workers,
even those who have adequate
supplies and equipment?
Train
Transfer
Redesign job
Terminate
Clarify linkage between
performance and rewards
Recognize good performance
Streamline work process
Clarify needs to suppliers
Change suppliers
Eliminate conflicting
signals or demands
Provide adequate tools

20. 360° Feedback
The combination of peer, subordinate, and self-review

21. Key Steps in Implementing 360° Appraisal
Top management communicates the goals of and need for 360° appraisal.
Employees and managers are involved in the development of the appraisal criteria and appraisal process.
Employees are trained in how to give and receive feedback.
Employees are informed of the nature of the 360° appraisal instrument and process.
The 360° system undergoes pilot testing in one part of the organization.
Management continuously reinforces the goals of the 360° appraisal and is ready to change the process when necessary.