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Chapter 19 12th edition

Chapter 19 12th edition - Chapter 19 Lecture Notes...

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Chapter 19 Lecture Notes Performance Appraisal— Process that involves determining and communicating to employees how they are performing their jobs and establishing a plan for improvement. These systems can be used to make decisions related to merit pay increases, promotions, layoffs, and firings. Success at one level, however, does not guarantee success at the next level. Performance evaluation material can provide needed input for determining both individual and organizational training and development needs. It can identify individual strengths and weaknesses. Patters can be found that might dictate what steps an organization takes in training employees. Appraisals can be used as an incentive to encourage performance improvement. These can be positive or negative depending on the results of the appraisal. As with all programs there must be follow up to ensure success. To be effective, appraisals must be supported by documentation and must be seen as fair and effective. It is important that measurable facts be used, not opinions. What potential problems could you see occurring if opinions are used? (employee told he is doing ok by weak manager, then when next manager tries to hold him accountable he says “I have been doing fine to this point and personalities and biases come into effect.) Rule of thumb is to try to make the appraisal come to the same conclusion no matter who administers it. As discussed in the last chapter of control, the question of how often appraisals should be conducted is also an issue. Also to be addressed is how much time in between appraisals employees should have to correct their deficiencies. (recommended 2 or 3 times a year) These appraisals can often indicate if you have the right person in the right job Performance— degree of accomplishment of the tasks that make up an employee’s job Often confused with effort which refers to the amount of energy expended, performance can be measured in terms of results. Job performance is the net effect of an employee’s effort as modified by abilities, role perceptions and results produced. Effort— results from being motivated, refers to amount of energy expended Abilities— personal characteristics used in performing a job Role perception— direction in which employees believe they should their efforts on their jobs. To obtain acceptable levels of performance, a minimum level of proficiency must exist in each of the performance components. Studies indicate that level of performance can be improved and boundaries raised if management empowers employees to become more active in determining and evaluating their performance measures and standards. To accomplish this management must eliminate fears of empowerment and advocate employee involvement.
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Management by objective(goal setting)—employees must support corporate goals and tend to support them if they agree that they are acceptable and if they expect to be personally successful in their efforts. The MBO process consists of: 1)
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