1. Performance Management and Appraisal 9 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 6-1

2. Learning Objectives 1.Define performance management and discuss how it differs from performance appraisal. 2.Describe the appraisal process. 3.Set effective performance appraisal standards. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-2

3. Learning Objectives 4.Develop, evaluate, and administer at least four performance appraisal tools. 5.Explain and illustrate the problems to avoid in appraising performance. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-3

4. Learning Objectives 6.Discuss the pros and cons of using different raters to appraise a person’s performance. 7.Perform an effective appraisal interview. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-4

5. Define performance management and discuss how it differs from performance appraisal. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-5

6. Basic Concepts In Performance Management and Appraisal The performance appraisal process Why appraise performance? The importance of continuous feedback Performance management o Definition Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-6

7. Review The process Why do it? Continuous feedback Performance management Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-7

8. Describe the appraisal process. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-8

9. The Performance Appraisal Process Why appraise performance? Continuous feedback Performance management Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-9

10. Review Pay and promotions Planning Career planning Training and development Ongoing feedback Teamwork and change Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-10

11. Set effective performance appraisal standards. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-11

12. Employee’s Goals and Performance Standards HR in practice: how to set effective goals o Assign specific goals o Assign measurable goals o Assign challenging but doable goals o Encourage participation Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-12

13. Employee’s Goals and Performance Standards Basing appraisal standards on required competencies The role of job descriptions Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-13

14. Who Should Do the Appraising? Peer appraisals Rating committees Self-ratings Appraisal by subordinates 360-degree feedback Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-14

15. Techniques for Appraising Performance Graphic rating scale method What to rate? Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-15

16. Review Effective goals Competencies Job descriptions Appraisers Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-16

17. Develop, evaluate, and administer at least four performance appraisal tools. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-17

18. Performance Appraisal Tools Alternation ranking Paired comparison Forced distribution Critical incident Narrative forms Behaviorally Anchored Rating Scales (BARS) Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-18

19. Performance Appraisal Tools Mixed standard scales Management by objectives (MBO) Computerized and web-based performance appraisal Electronic performance monitoring (EPM) Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-19

20. Explain and illustrate the problems to avoid in appraising performance. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-20

21. Dealing with Appraisal Problems and Interviews Potential appraisal problems o Unclear standards o Halo effect o Central tendency o Leniency or strictness o Recency effects o Bias Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-21

22. Discuss the pros and cons of using different raters to appraise a person’s performance. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-22

23. Guidelines for Effective Appraisals Know the problems Use the right tool Keep a diary Get agreement on a plan Ensure fairness Appraisals and the law Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-23

24. Review Problems Tools Records Fairness Legal Ethics Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-24

25. Perform an effective appraisal interview. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-25

26. Managing the Appraisal Interview Types of appraisal interviews How to conduct the appraisal interview o Objective data o Don’t get personal o Encouragement o Agreement Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-26

27. Managing the Appraisal Interview Handling a defensive subordinate Criticizing a subordinate The formal written warning Realistic appraisals Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-27

28. Performance Management Performance management vs. appraisals Information technology Talent management Appraisal and active management Segmenting employees Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-28

29. Performance Management Summary Direction sharing Goal alignment Ongoing performance monitoring Ongoing feedback Coaching and developmental Recognition and rewards Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-29

30. Review Type of interviews Defensiveness Criticism Warnings Realism Performance management vs. appraisals Talent management Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 9-30