Hlecture9 - 1 PERFORMANCE APPRAISAL Professor Bruce Fortado...

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1 PERFORMANCE APPRAISAL Professor Bruce Fortado MAN 4301/6305 University of North Florida Performance Appraisal Process Taken from L. R. Gomez-Mejia, R. C. Page, and W. W. Tornow (1986). Improving the Effectiveness of Performance Appraisal, in Perpectives on Personnel/ Human Resource Management , H. G. Heneman III and D. P. Schwab (eds.), 78-85. Homewood, IL: Irwin. If an appraisal cannot differentiate between performance levels, then training/development and the assignment of rewards cannot be accurately carried out. The "Ideal" Appraisal System [Most systems in practice fall short of the ideal.] 1. Does your supervisor follow set (standardized) procedures? The system should provide clarity, depth and forewarning. 2. Are the results fair and accurate? Perceptions of fairness and accuracy can be enhanced by allowing employee participation. Further, there should be some balance (strong and weak points). Case examples can be used to document the ratings. One should avoid surprises. 3. Does the appraisal consider special circumstances? (e.g. acts of God, supplier strikes, etc.) 4. Do you get feedback? Feedback is most effective when it is given near the time the event. 5. Does your supervisor suggest ways to improve performance? 6. Does the supervisor provide the resources to improve performance? 7. Does management care about how the appraisals are done? The appraisal should be timely. There should be some depth of detail. The appraisal should also capture the entire year. 1. Establish work expectations 2. C Reviewing progress and O revising work A expectations ,as C necessary H I ---------------------------------- - N Observing, describing G and documenting perf. 3. Completing performance and development appraisal forms 4. Conducting formal performance and developmental appraisal discussions and establishing development plans 5. Determining salary actions 6. Conducting salary discussion
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2 Performance Appraisal Instruments Before we review numerous appraisal methods, you should keep in mind two cautionary thoughts: 1) One should not blindly search for the perfect method and forget about coming to grips with the underlying social situation. For example, one should consider why managers inflate appraisals. 2) Perhaps we should spend less time on the format and more time on training the raters (Bernardin and Beatty, 1984:235) Graphic Scales = The most popular method currently. It is more prevalent in lower level jobs. It is inexpensive to develop and use (Dessler, 2011: 187). The dimensions are very broad. Little useful feedback is given. A scale may be used with a range from "unsatisfactory" to "outstanding." A number of broad job dimensions are generally rated (broad generic categories): such as, directing, expression, knowledge, attitude, planning and organization. Concerns: Leniency or Rating Inflation - For example, on a seven point scale, 80% of the ratings are normally 6 or 7 (Murphy and Cleveland, 1991:190).
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