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CHAPTER 12 PERFORMANCE MANAGEMENT AND APPRAISAL
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Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-2 n Objectives Distinguish between job criteria and performance standards and discuss criterion contamination and deficiency Identify the two major uses of performance appraisal Describe both the advantages and disadvantages of multisource (360 appraisal Identify the nature of behavioral approaches to performance appraisal and management by objectives (MBO) Discuss several concerns about appraisal feedback interviews Identify the characteristics of a legal and effective performance appraisal system
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Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-3 n n Identify and Measuring Employee Performance Job criteria and information types Relevance of criteria Criteria problems Performance standards
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Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-4
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Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-5 n n Who Conducts Appraisals? Supervisory rating of subordinates Employee rating of managers Advantages Disadvantages Team /peer ratings Team appraisal and TQM Team rating difficulties Self-ratings Outside raters Multisource rating
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Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-6
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Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-7 n n Management by Objectives Key MBO ideas Employee involvement Clear objectives Measurability The MBO process Job review and agreement Development of performance standards Guided objective setting Continuing performance discussions MBO critique
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Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-8 n n Rater Errors Problems of varying standards Recency effect Control tendency, leniency, and strictness errors Rater bias Halo effect Contrast error
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Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-9 n n Appraisal feedback Feedback as a system Appraisal feedback interview Reaction of managers Reactions of appraised employees
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Chapter 12 PERFORMANCE MANAGEMENT AND APPRAISAL Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 12-10 n n Legal and Effective Performance Appraisals Performance appraisals and the law Elements of a legally defensible performance appraisal Effective performance management Consistent with organization’s mission Use as development and administrative tool Legal and job-related Viewed as generally fair Documentation
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