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19 Cards in this Set
- Front
- Back
Performance Management Process Steps
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1. Define Performance Expectations
2. Provide ongoing Feedback and Coaching 3. Conduct performance appraisal and evaluation discussion 4. determining performance rewards/consequences such as promotions, salary, increases and bonuses 5. conducting development and career opportunities discussions |
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Why Define Performance Expectations?
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- define the measurable standards related to objectives for each position
- necessary since the job description doesn't have enough information about standards and expectations |
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Why Provide ongoing Feedback and Coaching
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- have 2 way feedback because so both manager and employee are updated about progress and performance and goals to ensure they are still possible and reachable.
- reduces surprises (which are bad) which may upset employee or environment |
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3. Do the appraisal and evaluation (what 8 scales do you use?)
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- graphic rating scale
- alternation ranking method - paired comparison scale - forced distribution method - critical incident method - behaviourally anchored rating scales - management by objectives - computerized and web based performance appraisal |
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Graphic Rating Scale
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- Employee is rated by traits (friendly, creative) and a range of performance for each
- Criticized for subjective and vague but can be improved by giving examples of a 5 in friendliness etc. |
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Alternation Ranking Method
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Ranking employees from best to worse on traits
- criticized since can't tell how great differences are b/t employees |
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Paired Comparison Method
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Pair off employees in chart. Indicate better of the pair at traits.
- criticized since can't tell how great differences are b/t employees |
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Forced Distribution Method
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Predetermined percentages of ratees are placed in various performance categories. 10% are Excellent, 50% average.
- could be unfair since difference b/t excellent and average guy is very little |
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Critical Incident Method
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Keep a list of good or bad examples of behavior and review it with employee at predetermined times
- if Bad, review immediately to stop it |
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Behaviourally Anchored Rating Scales
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Alike Critical incident. Puts number ratings w/ specific examples of performance.
- less subjective, more accurate, consistent but VERY time consuming and expensive |
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Management by Objectives
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Employee and supervisor jointly define SMART Goals and regularly meet to check on progress.
- Final meeting compared results with goals. |
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Computerized and Web-based Performance Appraisal
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- Managers make computerized notes on employees = Rating their traits + write text to support
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Electronic performance monitoring (EPM)
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measures data processes per day and tracks employees
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Performance Appraisal Rating Scale Problems (6)
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Unclear performance standards
Halo Effect Central Tendency effect Leniency/strictness bias Recency Effect Similar-to-me bias |
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Guidelines to effective appraisal 8
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- Job related (instead of trait)
- written copy of standards in advance - managers must OBSERVE behavior (not infer) and Supervisors trained to USE forms correctly - Open Discussions in private places - Offer corrective or counselling guidance - Appeal procedure to let employee disagree - Avoid mixed messages - Ensure reasonable expectations (time and performance) |
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What is a 360 appraisal (5ppl)?
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An appraisal done by Supervisors, Subordinates, Peer/Team members, self, and customers
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Appraisal Interview & 3 basic types
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Interview where supervisor and employee review appraisal and make plans to improve performance.
3 types: Satisfactory (promote) - make development plans Satisfactory (non-promote) - maintain performance Unsatisfactory (correctable) - plan corrective |
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4. Determine Performance Rewards/Consequences (Two most important aspects used to determine the appropriate reward/consequence are:)
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- How they met the standards
- How they achieved their goals |
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5. Career Development Discussion
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- Discuss opportunities for development to strengthen skills
- Business needs balanced with employee preferences |