428PerfEval2

428PerfEval2 - Motivate with job design Developing...

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Problems with Performance Evaluation Can be an unpleasant interpersonal experience Split roles (counselor and judge) Criterion contamination and deficiency Skew/creep Inherent subjectivity Appraiser motivation Limitations/errors of judgment
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Errors in Performance Evaluation Rating errors: Halo Leniency/severity/central tendency First impression/recency Contrast effects Similarity
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Errors in Performance Evaluation Cognitive limitations: Limitations in observation Limitations in memory Limits to discriminability Extraneous influences Bias Attributional biases/discounting Effects of affect
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Using Performance Evaluation to Motivate Define tasks Establish clear expectations Set goals Develop strategies Resolve constraints Consider employee needs Link rewards to job performance
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Unformatted text preview: Motivate with job design Developing Performance Evaluations from Job Analysis (A natural outcome of the job analysis process) Possible approaches: Use job analysis to determine the important aspects of the job to evaluate Use job analysis information to define objectives and goals Rank on key job dimensions Attach rating scales to specific job duties Use job information to formulate essays Performance Evaluation for Legal Defensibility Based on job analysis Expectations and standards must be communicated and understood Judge specific performance, not global performance Behavioral and observable; avoid traits Multiple raters preferred Appeal mechanism Rater training Consistently administered Documentation...
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428PerfEval2 - Motivate with job design Developing...

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