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MGT-351 Human Resource Management Chapter-9 Performance Management and Appraisal
MGT-351 Human Resource Management Chapter-9 Performance Management and Appraisal
Chapter-9
1–
1
Basic Concepts in Performance
Management and Appraisal
Comparing
Performance Appraisal and
Performance Management
9–2
Why Performance Management?
Total Quality
The Performance
Management Appraisal Issues
Approach
Strategic Focus
9–3
Defining the Employee’s Goals
and Work Standards
Guidelines for
Effective Goal Setting
Assign
Assign Assign
Challenging Encourage
Specific Measurable
but Doable Participation
Goals Goals
Goals
9–4
Setting Goals
• SMART Goals:
Specific, and clearly state the desired results.
9–5
Performance Appraisal Roles
• Supervisors
Usually do the actual
appraising.
Must be familiar with
basic appraisal
techniques.
Must understand and
avoid problems that can
cripple appraisals.
Must know how to
conduct appraisals fairly.
9–6
Performance Appraisal Roles (cont’d)
• The HR Department
Serves a policy-making and advisory role.
9–7
An Introduction to Appraising Performance
9–8
An Introduction to Appraising Performance
2 Appraising performance
3 Providing feedback
9–9
Designing the Appraisal Tool
• What to Measure?
Work output (quality and quantity)
Personal competencies
Goal (objective) achievement
• How to Measure?
Generic dimensions
Actual job duties
Behavioral competencies
9–10
Performance Appraisal Methods
Appraisal Methodologies
9–11
FIGURE 9–6 Scale for Alternate Ranking of Appraisees
9–12
FIGURE 9–7 Ranking Employees by the Paired Comparison Method
Note: + means “better than.” – means “worse than.” For each chart, add
up the number of +’s in each column to get the highest-ranked employee.
9–13
Management by Objectives (MBO)
• A comprehensive and formal organizationwide
goal-setting and appraisal program requiring:
1. Setting of organization’s goals.
9–14
Using MBO
Problems with
MBO
Conflict with
subordinates over
objectives
9–15
Appraising Performance:
Problems and Solutions
Potential Rating
Scale Appraisal
Problems
9–16
TABLE 9–2 A Graphic Rating Scale with Unclear Standards
Quality of work
Quantity of work
Creativity
Integrity
Note: For example, what exactly is meant by “good,” “quantity of work,” and so forth?
9–17
Who Should Do the Appraising?
Immediate
Self-Rating
Supervisor
Peers
Potential Subordinates
Appraisers
Rating 360-Degree
Committee Feedback
9–18
The Appraisal Interview
Satisfactory—Promotable
Satisfactory—Not Promotable
Types of Appraisal
Interviews
Unsatisfactory—Correctable
Unsatisfactory—Uncorrectable
9–19
The Appraisal Interview (cont’d)
Guidelines for
Conducting an Interview
9–20
The Appraisal Interview (cont’d)
3 Postpone action.
9–21
The Appraisal Interview (cont’d)
1 Do it in a manner that lets the person maintain his or her dignity and sense of worth.
9–22
The Appraisal Interview (cont’d)
2 Give the subordinate the opportunity to present his or her ideas and feelings.
9–23