Schwind07IM08 - Chapter 8 Performance Appraisal 8...

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Chapter 8 Performance Appraisal PERFORMANCE APPRAISAL CHAPTER OBJECTIVES After studying this chapter, you should be able to: Identify the issues that influence the selection of a performance appraisal system. Explain the uses of performance appraisals. Discuss rater biases in performance appraisals. Describe commonly used appraisal methods. Explain how the results of performance appraisal affect human resource management. POWERPOINT ® SLIDES Canadian Human Resource Management includes a complete set of Microsoft PowerPoint ® files for each chapter. (Please contact your McGraw-Hill Ryerson representative to find out how instructors can receive these files.) In the lecture outline that follows, a reference to the relevant PowerPoint slide for this chapter is placed beside the corresponding lecture material. The slide number helps you to see your location in the slide show sequence and to skip slides that you don’t want to show to the class. (To jump ahead or back to a particular slide, just type the slide number and hit the Enter or Return key.) 8-1 8
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Part 4 Placing, Developing, and Evaluating Human Resources LECTURE OUTLINE (with PowerPoint ® slides) Performance Appraisal Slide 1 Performance Management Slide 2 Uses of Performance Appraisal Slide 3 PERFORMANCE MANAGEMENT AS PART OF MANAGERIAL STRATEGY Performance appraisal is the process by which organizations evaluate employee job performance -- Provides data to assess the current skill, experience and performance level of every employee -- Impacts human resource planning, training & developing, career development, and compensation expense forecasts -- An effective performance appraisal system (valid performance appraisals) is critical in the performance management process USES OF PERFORMANCE APPRAISAL Performance improvement -- Performance feedback allows the employee, the manager, and human resource specialists to take appropriate action to improve performance Compensation adjustments -- Helps decision-makers determine who should receive pay raises o Placement decisions -- Promotions, transfers, and demotions are usually based on past or anticipated performance Training and development needs -- Poor performance may indicate the need for training; good performance may indicate untapped potential Career planning and development -- Performance feedback guides career decisions o Deficiencies in staffing process -- Implies strengths or weaknesses in the staffing procedures Informational inaccuracies -- Poor performance may indicate errors in job analysis information or other information that has resulted in inappropriate hiring, training, or counselling decisions o Job design errors -- Poor performance may be a symptom of ill-conceived job designs Avoidance of discrimination -- Accurate performance appraisals ensure internal placement decisions are not discriminatory External challenges -- Some performance factors may be influenced by external factors 8-2
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Chapter 8 Performance Appraisal
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Schwind07IM08 - Chapter 8 Performance Appraisal 8...

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