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Unformatted text preview: Managing Employee Performance
COMM392: Managing Employment Relationship 103/104 Fall 2009 Yoshio Yanadori Announcements Plan to finish marking midterm exam by November 5th Will make announcement Collective Bargaining Exercise November 13th(Fri.), 6:30 9:30 pm Team assignment and case on WebCT It is your responsibility to contact your team members Email via WebCT Discussion board and chat room for each team on WebCT Will discuss specific assignments on next Tuesday Final exam December 16th(Wed.), 12:00 2:30 pm Objectives Highlight the reasons for conducting employee performance appraisals Understand the process of performance appraisals Highlight different sources of performance information and various evaluation methods Understand common rating errors Definition and Purposes Definition of "performance management" Purposes Whole process affecting how well an employee performs Performance appraisal as a critical component of performance management Administrative Promotion Termination Compensation (e.g., merit pay) Developmental Performance feedback Identify individual strengths and weaknesses Career development Steps in Performance Management
1. Defining performance expectations Developing performance standards Communicate the standards to employees 1. Appraising performance Compare employee actual performance to the standards Providing feedback Discuss performance record Explore areas of possible improvement and growth 1. Step 1: Defining Performance Expectations Based on job analysis and job description Be specific Quantifiable and measurable standards desirable Behavior Trait Results Communicate performance expectation Step 2: Appraising Performance Choose appraisal method Performance appraisal methods in the textbook Graphic rating scale (Figure 91) Evaluate trait Each employee is rated according to a scale of characteristics Critical incident method (Table 91) Keep log of desirable and undesirable behaviors on the job Difficult to attach a score often used to supplement another appraisal method Behavioral anchored rating scale (BARS, Figure 92) Specific behavioral example for each performance level Management by objectives (MBO) Rate performance on the basis of employee achievement of goals set by mutual agreement of employee and manager Forced distribution (e.g., General Electric) Step 2: Appraising Performance Other methods (not discussed in textbook) Ranking Results methods (e.g., sales, production) Performance Appraisal Methods Selection Measures Selection measures allow us to assess the critical competencies If those competencies are indeed critical, then the measure should allow us to accurately predict or forecast future job performance Job performance measure Selection measure (Predictor) Selection Criterion (Competency) Actual job performance Contamination Relevance Deficiency Standards of Selection Measures Appraisal Methods Reliability job performance measures Degree to which selection procedures yield comparable/consistent data across administration (e.g., time, people) Measure must have adequate reliability to be useful Validity performance measure Accuracy with which predictor measures what it is intended to measure In selection: the degree to which selection methods accurately predict job applicants' performance on the job performance measures assess an employee's Avoid discrimination Job advertisement Application form Selection method Interview questions, etc. Legality Appraisal Methods
Graphic rating scale Advantages Disadvantages Simple to use Provides a quantitative rating for each employee Helps specify what is "right" and "wrong" about employee performance Provides behavioral anchors More objective than graphic rating scale Tied to jointly agreedupon performance objectives Simple to use Avoids central tendency and other problems Easy to explain Better control for biases/errors Objective Eliminate human errors Standards may be unclear Human errors Difficult to rate or rank employees relative to one another Difficult to develop Will need to tailor according to job Time consuming May be unfair if all employees are in fact excellent May be unfair if all employees are in fact excellent Potential for contamination Critical incident BARS MBO Alternative ranking Forced distribution Results Sources of Performance Information Performance appraisals are typically conducted by immediate supervisors/line managers HR professionals are in an advisory role Other potential raters: Peers Subordinates Self Customers/clients 360 degree appraisal Incorporates evaluation from multiple sources Used by over 90% of Fortune 1000 companies FYI: Correlations among Raters Schubroeck (1988)
Self Self Supervisor Peer 0.35 0.36 0.62 Supervisor Peer Rater Errors Halo effect Central tendency Excelling in one trait causes supervisor to overrate performance on other traits Select the middle of scales avoiding highs and lows High graders vs. low graders Allowing individual differences (e.g., age, race, gender) to affect the appraisal ratings Rely on employee's most recent performance Give employees higher ratings because they have something in common with the rater Leniency/Strictness Appraisal bias Recency effect Similartome bias How to Prevent Rater Errors (pages 281282)
1. Rater error training Make raters become familiar with various rater problems This is not sufficient research shows this is not really effective 1. Frame of reference training Opportunity for calibration through practice (e.g., video, role plays, etc.) Effective 1. Review of performance appraisal ratings by third party Providing Feedback Appraisal interview Opportunity for a manager To discuss a subordinate's performance record To explore the possible improvement and growth To identify the subordinate's attitudes and feelings more thoroughly How to conduct the interview (p. 283284) Be direct and specific Focus on jobrelated behaviors Encourage the person to talk Develop an action plan Other tips: express appreciation; be supportive Need a break? Example #1 and #2 (http://americatopten.blogspot.com/2006/12/funnyperformanceappraisalscomments.html)) http://americatopten.blogspot.com/2006/12/funnyperformanceappraisalscomments.html Next Class Collective bargaining Reading textbook chapter 12 Read CB exercise assignment ...
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This note was uploaded on 04/29/2010 for the course COMM 392 taught by Professor Carson during the Fall '09 term at UBC.
- Fall '09