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Unformatted text preview: aining Raters to Rate More Accurately Training Rater-error training to reduce psychometric errors Recognize potential biases Performance dimension training Increase understanding of the definitions of various Increase aspects of performance Performance-standard training To calibrate standards to reduce severity and leniency To errors errors Observational skills training Behavioral Observation Training (BOT) Communicating the use of ratings to increase motivation Communicating of raters to do a good job of Performance Appraisal Approaches Performance Comparative ranking forced distribution paired comparison Behavioral critical BARS incidents Results MBO “Rypple” Approach A form of 360 Rating Formats Rating Types of descriptors Adjectives Standard rating scale (see page 337) Behaviors Behaviorally anchored rating scales (see page 338)
– Page 366: What is your impression of Pfizer’s approach to perf app? Outcomes Management by objectives (page 340)
– Both a planning and assessment tool for managerial/professional jobs – How has Merck enhanced the MBO approach? Essay format What are the pros and cons of each type of rating formats? Which format would you want to defend if challenged in court for Which disparate treatment/adverse impact of the ratings on a protected class? disparate Select the Right Raters Select
The supervisor has organizational authority and The responsibility to rate performance responsibility In this assessment it may be helpful to tap In additional sources of performance input from: additional Peers, the ratee, Customers, Subordinates – “360 feedback” What are the advantages and potential risks of What input from each of these sources? input Why would most companies use 360 feedback for Why development feedback rather than ratings and pay decisions? pay The Rating Process The Rater observes behavior of a ratee Rater encodes ratee behavior Rater stores information in memory When it is time to evaluate a ratee, rater:
Reviews performance dimensions Retrieves stored observations to determine relevance Retrieves to performance dimensions to Information is reconsidered and integrated with Information other available information as rater decides on final ratings final Putting it All Together: The Performance Evaluation Process Evaluation
Need to ensure raters are motivated to rate Need accurately accurately Raters should maintain a critical incident file of Raters employee performance employee Raters should attempt a performance diagnosis to Raters determine if performance problems exist determine KEY: Performance feedback...
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This note was uploaded on 03/18/2009 for the course ILRHR 4631 taught by Professor Tharp during the Spring '09 term at Cornell University (Engineering School).
- Spring '09