1. Performance Management
Human Resource Management

2. Requirements of Effective Performance Appraisals
Relevance
Clear link between performance standards for a job and the organization’s goals
Clear links between critical job elements identified through a job analysis and the dimensions to be rated
Sensitivity
Distinguishes between good and poor workers
Reliability
Consistent, accurate
Acceptability
Practicality

3. Legal Issues Performance appraisals constitute an employment “test”
Research shows that appraisal systems that are psychologically sound and effectively designed management tools are nearly always legally defensible

4. To Increase Legal Defensibility
Be consistent with all employees across all policies
Keep careful performance logs and other documentation on all employees, not just problem employees
Tactful honesty is the best policy
Never make promises that cannot be kept
If an employee’s job is in danger due to poor performance, tell him/her

5. Case Law Recommendations
Conduct job analysis
Incorporate these characteristics into a rating instrument
Train supervisors to use it properly
Include a formal appeals mechanism
Document the appraisal and reasons for decisions
Provide performance counseling or corrective guidance

6. Methods of Appraising Performance
Form is only one component; is a process
Results-oriented methods
MBO
Work planning and review
Behavior-oriented methods
Narrative essay
Ranking
Paired comparisons
Forced distributions
Behavioral checklists
Critical incidents
Graphic rating scales
BARS

7. In Successful Performance Management . . .
Employees understand job expectations
Many managers assume employees know how to do their jobs
Develop performance standards
What is to be done
How well it must be done
Supervisors must communicate regularly
Supervisors must regularly document employee performance
Supervisors and employees must cooperate

8. Communication is Essential
The formal performance appraisal should hold no surprises
Feedback should be
Frequent
Honest
Objective
Related only to performance
Both positive and negative
Tactful and sensitive

9. Completing the Formal Appraisal
Refer frequently to documentation
Be specific. Give examples and details
Ensure comments are job related
Be honest
Managers usually review and approve supervisors’ ratings
Employees do not have to be perfect to get the top rating

10. Performance Appraisal “Don’ts”
Avoiding
Problems
Negative issues
Issues all year and save them for the formal performance appraisal
Rater errors
Halo
Contrast
Recency
Primacy
Stringency
Leniency
Rating personality or potential

11. Performance Appraisal “Don’ts”
Giving an average or above average rating to a poor performer
Doing more than 70% of the talking in the interview
Preaching in the interview
Comparing the employee to other employees
Showing inconsistency or unfairness between employees
Measuring personality traits

12. Human Resource Management
Career Development
Human Resource Management

13. Major Thrusts of Career Programs
Self-awareness
Values
Attitudes
Interests
Experiences
Skills

14. Reality Testing Confirming self-perceptions with others
Researching jobs and careers
Matching self characteristics with careers
Setting goals to achieve desired career goals
More information
Further education
Further experience
Others (raising capital, etc.)
Action plan for goal achievement

15. Definition of Career Career management important today because
Concerns for quality of work life and personal life planning
Equal employment and affirmative action
Rising educational levels and occupational aspirations
Slow economic growth and reduced opportunities for advancement

16. Career Management in Organizations
Allows for efficient management of human resources over time
Today's workers do not have a clear career path to advance within an organization
They are motivated if they see value in activities
Require different management than that used for workers thirty years ago

17. Career Management in Organizations
Global competition forced elimination of management positions
Baby boomers have taken more places in the workforce
Burnout and withdrawal unless given alternatives for challenge and achievement
Career stages are linked to time beginning various career phases, not age itself

18. Career Management and Individual Responsibility
Organizations are increasingly temporary places to work
Individuals must manage their own careers
Most are unequipped to do so
Career strategies provide systems for organizations to deal with temporary employment

19. Career Management and Individual Responsibility
Selecting field and employer
Have macro, long-range objectives
Every potential employer must be judged by these long-term objectives
Accept short-term trade-ins for long term benefits
Consider whether highly specialized jobs or isolated job assignments might restrict attaining your long-range objective

20. Career Management and Individual Responsibility
Know where you are
Be aware of opportunities available to you in your current position
Assess your current performance, as well as how management perceives your performance
Recognize when you and your organization have outlived your utility for each other

21. Career Management and Individual Responsibility
Organizations have responsibility to
Plan in terms of shorter employment relationships
Such as fixed-term employment contracts with options for renegotiation and extension
Invest adequate time and energy in job design and equipment