1. Chapter 8 Evaluating and Controlling Performance
Management: A Skills Approach, 2/e by Phillip L. Hunsaker
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Learning Objectives
Conduct Performance Appraisal Interviews
Create Appraisal Criteria from Stated Goals
Determine What to Appraise in a Given Situation
Apply the Most Effective Performance Measures
Utilize Performance Appraisals as Control Devices
Provide Meaningful Feedback for Development
Avoid Rating Errors
Appraise Team Effectiveness
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Skill Concepts
Performance Appraisal Helps Managers
Develop and Obtain the Best Performance from Employees
Meet Organization Goals
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Control – process of
Monitoring activities to ensure they are accomplishing planned goals
And correcting significant deviations
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5. Performance Appraisal
Process of
periodically measuring employees’ progress toward agreed-upon objectives,
providing constructive feedback, and
taking corrective action if goals are not being achieved
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6. Performance Appraisal as a Control Process
Focus on Objectives
What Performance Should Be Measured?
Personal observation
Statistical reports
Oral reports
Written reports
Computerized-accessed databases
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EEOC Guidelines
Behaviors or characteristics measured by a performance appraisal should be related to the job and to job
success
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8. Performance Appraisal Criteria
Individual task outcomes
Behaviors
Traits
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9. Rating Methods for Comparing Performance to Standards
Checklists
Written Essays
Critical Incidents
Graphic Rating Scales
Behaviorally Anchored Rating Scales
Multi-person comparisons
Computer Managed Appraisals
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10. Checklist Appraisal Questions
Yes No
1. Does the employee willingly cooperate
with others in completing work assignments? ___ ___
2. Does the employee have adequate job knowledge
to perform duties in a satisfactory manner? ___ ___
3. In terms of quality, is the employee’s work acceptable? ___ ___
4. Does the employee meet deadlines for the completion
of work assignments? ___ ___
Does the employee’s record indicate ___ ___
unexcused absences?
6. Does the employee follow safety rules and regulations? ___ ___
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Graphic Rating Scale
Name_____________________________ Dept.___________________________ Date_______________
Outstanding Good Satisfactory Fair Unsatisfactory
Quantity Volume of acceptable
of work work under normal conditions ___ ___ ___ ___ ___
Comments:
Quality Thoroughness, neatness, and ___ ___ ___ ___ ___ of work accuracy of work
Knowledge Clear understanding of the facts ___ ___ ___ ___ ___
of job or factors pertinent to the job
Personal qualities Personality, appearance, ___ ___ ___ ___ ___
sociability, leadership, integrity
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12. Behaviorally Anchored Rating Scale (BARS)
Engineer’s Name: _________________________
9 ___ This engineer applies a full range of technical skills and can be expected to perform all assignments in an excellent manner.
8 ___
7 ___ This engineer is able to apply in most situations a good range of technical skills and can be expected to perform most assignments well.
6 ___
5 ___ This engineer is able to apply some technical skills and can be expected to complete most assignments adequately.
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13. Performance Appraisal
Multi-person comparison
Group order ranking
Individual ranking
Paired comparison
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14. Performance Appraisal
Things to Watch Out for When Rating Performance
Bias
Leniency
Central Tendency
Recency Emphasis
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Recency Emphasis
Rushing
Focusing on Activities
Halo effect
Horns effect
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16. Performance Appraisal
Taking Managerial Action
Correct Actual Performance
Revise the Standard
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17. Performance Appraisal as a Means of Providing Constructive Feedback
The Value of Feedback in a Performance Appraisal
Positive Versus Negative Feedback
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18. Performance Appraisal Feedback Interview Process
Preparation
Schedule the interview in advance and be prepared
Opening
Put the employee at ease
Be sure the employee understands the purpose of the appraisal interview
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19. Performance Appraisal Feedback Interview Process
Questioning and Discussion
Keep it goal-oriented
Make it well-timed
Minimize threats
Obtain employee participation
Encourage the employee to engage in self-evaluation
Criticize performance but not the person
Focus on specific behaviors
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20. The Performance Appraisal Feedback Interview Process
Questioning and Discussion (continued)
When criticizing, soften the tone but not the message
Don’t exaggerate
Give positive as well as negative feedback
Tailor the feedback to fit the person
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21. The Performance Appraisal Feedback Interview Process
Conclusion
Ensure Understanding
Detail a Future Plan of Action
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22. Team Performance Appraisals
Tie the team’s results to the organization’s goals.
Begin with the team’s customers and the work process the team follows to satisfy its needs.
Measure both team and individual performance.
Train the team to create its own measures.
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23. Guidelines for Improving Performance Appraisal Interviews
Review evaluations written by other experienced
supervisors to see what works and what doesn’t.
Keep notes throughout the evaluation period. Don’t rely on
recall at the end of the time.
Seek input from other observers when appropriate.
Base written evaluations on multiple, firsthand observations.
Know what you’re looking for. Evaluate the right things.
Concentrate exclusively on factors directly related to job
performance.
Don’t include rumors, allegations, or guesswork as part of
your written evaluations.
Be complete. Include the good, the bad, and the ugly.
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