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Unformatted text preview: PERFORMANCE MANAGEMENT AND APPRAISAL STUDY NOTE STUDY NOTE 1 I. Performance Appraisal Programs A. Performance appraisal. A process, typically performed annually by a supervisor for a subordinate, designed to help employees understand their roles, objectives, expectations, and performance success\ B. Performance Management. The process of creating a work environment in which people can perform to the best of their abilities II. Purposes for Performance Appraisal Exhibit 1: Purposes for Performance Appraisals III. Performance Appraisals and Employee Performance 2 Defining the Key Terms 1. Perceived distributive justice (PDJ). Perceived fairness of distributions received by employee 2. Perceived procedural justice (PPJ). Perceived fairness of procedures used to determine distributions received by employee 3. Perceived organizational support (POS). POS refers to employees global beliefs that the organization values their contributions and cares about their well-being 4. Affective commitment. Affective commitment refers to employees emotional attachment to, identification with, and involvement in, the organization 5. Withdrawal behaviors are negative employee work behaviors such as tardiness, absenteeism, voluntary turnover, et cetera 6. Organizational citizenship behaviors (OCBs). OCBs refer to constructive behavior not included in an employees formal job description (discretionary) e.g., helping co-workers, volunteering to do things that benefit their work group, etc. 7. Task performance. Required employee behavior (included in the job description) Exhibit 2: Administrative PA and Employee Behavior 1 Administrative PA Perceived Procedural Justice Task Performance Organizational Citizenship Behaviors Withdrawal Behaviors Perceived Distributive Justice Exhibit 3: Developmental PA and Employee Behavior Research has shown that the performance appraisal process, and particularly the interaction between employees and managers, is a key determinant affecting employee motivation and performance. Managers must realize that in order to achieve the positive effects illustrated above, employees must perceive that their appraisals are fair and accurate. Also, when employees are involved in the procedure rather than play a passive role, they are more likely to believe their appraisals are fair. IV. Why PA Programs Might not be Effective A. Administrative &amp; Developmental PAs: HRM Issues The relationship between the employees job description and the criteria on the appraisal form isnt clear Managers are not sufficiently adept at rating employees or providing them with appraisal feedback The judgmental role of appraisal conflicts with the helping role of developing employees o When should administrative and developmental PAs be administered?...
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- Fall '07