Develop and post a list of items you consider best practices in structuring and executing a performance appraisal process. Slide 1 Appraising Performance You have to get ongoing constructive feedback...

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Develop and post a list of items you consider best practices in structuring and executing a performance appraisal process.



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Develop and post a list of items you consider best practices in structuring and executing a performance appraisal process.






Develop and post a list of items you consider best practices in structuring and executing a performance appraisal process. Slide 1 Appraising Performance You have to get ongoing constructive feedback to push you out of your comfort zone. —Kevin Sharer, CEO, Amgen Chapter 17 Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin * Learning Objectives Summarize the benefits of conducting performance appraisals. Identify the steps in appraising performance systematically. Discuss guidelines for avoiding discrimination in performance appraisals. Compare types of appraisals. 17-* * See text page: 472 Learning Objectives Describe sources of bias in appraising performance. Explain the purpose of conducting performance appraisal interviews. Tell how supervisors should prepare for a performance appraisal interview. Describe guidelines for conducting the interview. 17-* * See text page: 472 Performance Appraisal Performance appraisal Formal feedback on how well an employee is performing his or her job 17-* * Purposes of Performance Appraisal To improve, employees need to know how they are doing. An appraisal can help motivate employees. Performance appraisals are part of the ongoing control process and provide important records for the organization. 17-* * See Learning Objective 1: Summarize the benefits of conducting performance appraisals. See text pages: 473-475 The Appraisal Process Establish and communicate expectations for performance. Establish and communicate standards for measuring performance. Observe and measure individual performance against standards. Reinforce performance or provide remedies. 17-* * The Appraisal Process Establish and communicate expectations for performance. List three to five major responsibilities of each position. Focus the appraisal on these responsibilities. Be sure employees know and understand what is expected of them. Employee are most likely to understand and be committed to objectives they helped develop. 17-* * See Learning Objective 2: Identify the steps in appraising performance systematically. See text pages: 475-476 The Appraisal Process Establish and communicate standards for measuring performance. Each expectation should be measurable. A supervisor’s task includes deciding how to measure employees’ performance and then making sure employees know what will be measured. 17-* * See Learning Objective 2: Identify the steps in appraising performance systematically. See text page: 476 The Appraisal Process Observe and measure individual performance against standards. A supervisor should continuously gather information about each employee’s performance. When preparing a performance appraisal, a supervisor compares this information with the standards for the employee being appraised. 17-* * See Learning Objective 2: Identify the steps in appraising performance systematically. See text page: 476 The Appraisal Process Reinforce performance or provide remedies. Point out to employees where they have performed well. Asking an employee to help solve a problem is often more effective than the supervisor simply stating a remedy. 17-* * See Learning Objective 2: Identify the steps in appraising performance systematically. See text page: 476 Possible Causes for Poor Performance Inadequate skills Lack of effort Shortcomings of the process External conditions Personal problems 17-* * See Learning Objective 2: Identify the steps in appraising performance systematically. See text page: 477 What to Measure in an Appraisal Do not label people with certain characteristics. Focus on behavior and results. Base conclusions on observations about behavior and results. Record at least one specific example for each category rated. 17-* * See Learning Objective 2: Identify the steps in appraising performance systematically. See text pages: 477-478 Qualities of Effective Performance Appraisal Measures Objective Job-related Based on behaviors Within employee’s control Related to specific tasks Communicated to employees 17-* * See Learning Objective 2: Identify the steps in appraising performance systematically. See text page: 478 EEOC Guidelines The behaviors and characteristics measured by a performance appraisal should be related to the job and to succeeding on the job. Appraisals should be based on the employee’s success in carrying out the essential tasks of a particular job. An employee should know performance standards in advance. 17-* * See Learning Objective 3: Discuss guidelines for avoiding discrimination in performance appraisals. See text page: 478 Performance Appraisals and Pay Reviews Many organizations review an employee’s wage or salary level at the time of the performance appraisal. Employees may focus on the issue of money, diminishing a supervisor’s motivating and coaching opportunities. 17-* * A supervisor who must review pay rates at performance appraisal time should make an extra effort to emphasize performance. Types of Appraisals Graphic rating scales Rates the degree to which an employee has achieved various characteristics Most commonly used 17-* * See Learning Objective 4: Compare types of appraisals. See text pages: 479-481 Types of Appraisals Paired-comparison approach Measures the relative performance of employees in a group Appropriate to find one outstanding employee in a group Drawbacks: possible harm to morale and teamwork, and possible lawsuits 17-* * See Learning Objective 4: Compare types of appraisals. See text pages: 479-481 Types of Appraisals Forced-choice approach Presents an appraiser with sets of statements describing employee behavior; the appraiser must choose which statement is most characteristic of the employee and which is least characteristic 17-* * See Learning Objective 4: Compare types of appraisals. See text pages: 481-482 Types of Appraisals Essay appraisal Often used with other types of appraisals, such as graphic rating scales Drawback: depends on supervisor’s writing skills 17-* * See Learning Objective 4: Compare types of appraisals. See text pages: 481-482 Types of Appraisals Behaviorally Anchored Rating Scales (BARS) A performance appraisal in which an employee is rated on scales containing statements describing performance in several areas Advantages: can be tailored to organization’s objectivesand less subjective 17-* * Behaviorally Anchored Rating Scale for Nurses 17-* * Types of Appraisals Checklist appraisal Contains a series of questions about an employee’s performance Drawbacks: can be difficult to prepare and a supervisor has no way to adjust the answers for any special circumstances that affect performance 17-* * See Learning Objective 4: Compare types of appraisals. See text page: 482 Sample Checklist Appraisal 17-* * See Learning Objective 4: Compare types of appraisals. See text page: 483 Types of Appraisals Critical-incident appraisal Written record of incidents that show positive and negative ways an employee has acted Work-standards approach A supervisor compares employee’s actual performance with established standards 17-* * See Learning Objective 4: Compare types of appraisals. See text pages: 482-484 Types of Appraisals Management by Objectives (MBO) A supervisor compares each employee’s accomplishments with the objectives for that employee 360-degree feedback supervisors may combine their appraisals with self-assessments by the employee or appraisals by peers and customers. Appraisals of supervisors and other managers also may come from their subordinates 17-* * See Learning Objective 4: Compare types of appraisals. See text pages: 482-484 Sources of Bias 17-* * See Learning Objective 5: Describe sources of bias in appraising performance. See text page: 487 Sources of Bias Harshness bias Rating employees more severely than their performances merit Similarity bias The tendency to judge others more positively when they are like yourself Leniency bias Rating employees more favorably than their performances merit 17-* * Sources of Bias Central tendency The tendency to select employee ratings in the middle of a scale Proximity bias The tendency to assign similar scores to items that are near each other on a questionnaire 17-* * The Performance Appraisal Interview Purpose of the interview communicate information about an employee’s performance. Preparing for the interview allow plenty of time for completing the appraisal form notify the employee about the appraisal interview ahead of time prepare an appropriate meeting place 17-* * See Learning Objective 6: Explain the purpose of conducting performance appraisal interviews. See Learning Objective 7: Tell how supervisors should prepare for a performance appraisal interview. See text pages: 489-490 The Performance Appraisal Interview Conducting the interview Problem solving and coaching Signatures Follow-up 17-* * The Process of Conducting a Performance Appraisal Interview 17-* * See Learning Objective 8: Describe guidelines for conducting the interview. See text page: 491
Answered Same DayDec 21, 2021

Answer To: Develop and post a list of items you consider best practices in structuring and executing a...

Robert answered on Dec 21 2021
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Performance Appraisal Process 1
Running Head: PERFORMANCE APPRAISAL PROCESS
Performance Appraisal
Process
Performance Appraisal Process 2
Performance Appraisal Process
Performance appraisal can be defined as the tool to provide formal and informal
feedback to the employees about their job performance. It is an integral tool to improve the
performance of the candidate as well as productivity of business firm (Lloyd, 2009). In order
to structure and execute a performance appraisal process, different aspects and best practices
should be considered, some of these are as follows:
 Development of objectives and...
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