1. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 1 7 Appraising and Managing Performance

2. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 2 What are advantages / disadvantages of performance rating systems? What is the impact of emotion, rating error and bias in performance appraisals? How can performance appraisals manage and develop employee performance? Challenges to HR

3. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 3 Performance Appraisals The identification, measurement, and management of human performance in organizations.

4. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 4 Dimension An aspect of performance that determines effective job performance.

5. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 5 Performance Appraisal Benefits to Employer Individual differences make a difference to company performance. Documentation of performance may be needed for legal defense. Appraisal provides basis for bonus or merit system. Appraisal dimensions and standards help implement strategic goals and clarify performance expectations. Appraisal criteria can include teamwork.

6. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 6 Performance Appraisal Benefits to Employee Improvement in performance requires assessment. Differences in worker performance should have an effect on merit and work itself. Assessment and recognition of performance levels can motivate workers to improve their performance.

7. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 7 Measurement Tools Judgment required Relative or absolute Focus of measure Trait, behavior, or outcome

8. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 8 Relative Judgment Compare or rank employee's performance to performance of other employees doing the same job. Absolute Judgment Make judgments about employee’s performance based solely on performance standards.

9. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 9 Ranked Performance of Teams ActualRanked Work 10 HighJill (1)Frank (1) 9Julie (2) 8Zehra (2)Unama (3) 7Marcos (1)John (3) 6Tamiko (2) 5 4Jocyln (4) 3Joyce (3)Bob (4) 2Ed (4)Bill (5)Ken (5) 1 LowRichard (5)

10. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 10 Trait Appraisal Make judgments about worker characteristics that tend to be consistent and enduring.

11. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 11 Behavioral Appraisal An appraisal tool that asks managers to assess a worker’s behaviors. e.g. Work habits - tardiness, obeys policies, timely work completion, does not interfere in work of others o Exceeds exp o Meets exp o Does not meet exp

12. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 12 Outcome Appraisal An appraisal tool that asks managers to assess the results achieved by workers. Exc Good Poor e.g., timely_X_______ thorough____X____ professional_X_______ formatted_______X_

13. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 13 Trait Scales Rate each worker using the scales below. Decisiveness: 1 2 3 4 5 6 7 Very lowModerateVery high Energy: 1 2 3 4 5 6 7 Very lowModerateVery high

14. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 14 Challenges to Effective Performance Measurement Rater errors and bias Influence of liking Organizational politics Legal issues Whether to focus on individual or group

15. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 15 Legal Issues Analysis of 295 court cases involving performance appraisal found judges’ decisions were favorably influenced by the following: Use of job analysis Written instructions Allowing employees to review appraisal Agreement among multiple raters (if more than one was used) Evidence of rater training

16. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 16 Communication in Performance Appraisals uses… Direct eye contact Active listening Open - ended questions Paraphrasing to clarify Empathy and sensitivity

17. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 17 What causes problems at work? Poor coordination of work activities Inadequate information or instructions Low-quality materials Lack of necessary resources Poor supervision Poor interpersonal communication Inadequate training Insufficient time to produce Poor work environment (cold, noisy)

18. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 18 Identify and Correct Ability Problems Has the worker ever been able to perform adequately? Can others perform the job adequately, but not this worker? TrainTransfer Redesign jobTerminate

19. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 19 Identify and Correct Effort Problems Is the worker’s performance level declining? Is performance lower on all tasks? Clarify linkage between performance and rewards Recognize and reward good performance

20. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 20 Identify and Correct Situational Problems Do performance problems exist in all workers, even those with proper supplies / equipment? Streamline work process Clarify needs to suppliers Change suppliers Eliminate conflicting signals or demands Provide adequate tools

21. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 21 360 degree feedback 360 Degree Feedback: The combination of peer, subordinate, and self- review

22. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 22 360 degree Process Sanctioned from the top Involve employees / managers in developing appraisal criteria / process Train employees how to give feedback Inform employees of the process Pilot test in part of organization Reinforce goals of 360° appraisal Revise process when necessary

23. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 7 - 23 You work in an organic organization that assigns employees to teams during their first month of employment. Performance appraisals are coming up. Several employees have asked you how you, as their manager, will measure their performance. What will you tell them? Case