1. CHAPTER 12 360-Degree Performance Appraisals Problems in Performance Appraisal Examples of Behavioral Measures for Evaluating Foremen Examples of Behavioral Measures for Evaluating Logging Supervisors An Example of BES

2. CHAPTER 12 (cont.) Example of One BOS Criterion Performance Evaluation Methods Uses of Performance Appraisal Relationship of Performance Standards

3. 360-degree Performance Appraisals The primary objective of the 360-degree performance appraisal is to pool feedback from all of the employee’s customers.

4. Top Management (Internal customer) (External customer) Suppliers Clients (External Customer) Other Department Representatives (Internal customer) Co-workers or team members (Internal customer) Subordinates (Internal customer) Manager (Internal customer)

5. PROBLEMS IN PERFORMANCE APPRAISAL Lack of Objectivity Halo Error Leniency/Strictness Central Tendency Recency Personal Bias of Rater

6. CHARACTERISTICS OF AN EFFECTIVE APPRAISAL SYSTEM Job Related Criteria Performance Expectations Standardization Qualified Appraisers Feedback Mechanism for Appeal

7. PROBLEMS IN PERFORMANCE APPRAISAL Lack of Objectivity Halo Error Leniency/Strictness Central Tendency Recency Personal Bias of Rater

8. Examples of Behavioral Measures for Evaluating Foremen 1. Explains job requirements to new employees in a clear manner (e.g., talks slowly; shows them how to do it). Almost Never01234Almost Always 2. Tells workers that if they have questions or problems to feel free to come and talk to him or her. Almost Never01234Almost Always 3. Distributes overtime equally taking into account seniority. Almost Never01234Almost Always

9. Examples of Behavioral Measures for Evaluating Logging Supervisors 1. Evaluates a tract of timber in terms of production cost and profit before agreeing to harvest it. Almost Never01234Almost Always 2. Sets a goal of how much wood he will harvest on a daily or weekly basis. Almost Never01234Almost Always 3. Keeps spare tools, parts, and/or supplies in his truck (e.g., chainsaw, gas) Almost Never01234Almost Always

10. An Example of a BES MOTIVATION --the desire and willingness to work hard.

11. 7After job responsibilities are met, this employee could be expected to help other employees complete their assignments. 6 5Employee could be expected to do the job when the supervisor is gone. 4 3Employee could be expected to refuse to work overtime. 2 1Employee could be expected to criticize peers who work more rapidly than others. Describe critical incidents to support your rating:

12. Example of One BOS Criterion or Performance Dimension for Evaluating Managers

13. 1.Overcoming Resistance to Change* (1)Describes the details of the change to subordinates. Almost never12345Almost Always (2)Explains why the change is necessary. Almost never12345Almost Always (3)Discusses how the change will affect the employees. Almost never12345Almost Always (4)Listens to the employee’s concerns. Almost never12345Almost Always * Scores are set by management

14. (5)Asks the employee for help in making the change work. Almost never12345Almost Always (6)If necessary, specifies the date for a follow-up meeting to respond to the employee’s concerns. Almost never12345Almost Always Total=___________________ Below Adequate AdequateFullExcellentSuperior 6 - 1011 - 1516 - 2021 - 2526 - 30

15. Performance Evaluation Methods 1.Ranking A. Simple ranking method--usefulness. B. Order of merit--average overall characteristics C. Forced distribution-- 2.Person --to-person comparison A. Army rating scale--key people; 5 traits. B. Paired comparison--you guessed it.

16. Performance Evaluation Methods (Con.) 3.Rating scale: 1 5 Poor Good Sloppy Neat 1 5 Poor Good Sloppy Neat Multiple Traits 4.Assessment centers--skills NOT traits 5.Standards of performance Feedback

17. Uses of Performance Appraisal ä Reward past behavior ä Encourage future behavior ä Performance issues ä Compensation determination ä Career planning and development ä HR planning ä Recruitment and selection

18. Relationship of Performance Standards To Job Analysis and Performance Appraisal Job AnalysisPerformance Standards Performance Appraisal Describes work and personal requirements of a particular job Translate job requirements into levels of acceptable/unac ceptable performance Describes the job-relevant strengths and weaknesses of each individual