4.2- Performance Appraisal

4.2- Performance Appraisal - Unit 2, Lecture 4: Performance...

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PERFORMANCE APPRAISAL CONCEPTS Prof. John Kammeyer-Mueller MGT 4301 Unit 2, Lecture 4: Performance Appraisal
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Where we are, where we’re going… Where we are Understand the basics of training and development Where we want to be Why measure performance? How can you measure performance? How we’ll know how we’re doing Identify the four ways performance can be measured Identify and describe three major dimensions of performance Results-oriented performance appraisal Behaviorally Anchored Rating Scales (BARS) Comparative approach to performance appraisal Team-based approach to performance appraisal Unit 4, Lecture 2: Performance Appraisal
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How could you establish a pay-for- performance plan? How would you establish pay for performance for the following jobs: College football coach A physician in a large hospital Waiter or waitress A person who manufactures computer motherboards A call center operator What are the advantages and disadvantages of pay for performance in these jobs? Unit 4, Lecture 4: Performance Management
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What Will I Measure? What is incentive compensation? Providing rewards for specific behaviors Linking compensation to some indicator of employee competence What are the expected effects of incentives? Task performance Organizational citizenship Deviant behavior Turnover Unit 4, Lecture 4: Performance Management
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Three Major Questions to Ask in Performance Management 1. How will I administer the program? What will I measure? How often will I measure? 2. What rewards am I going to offer? Cash? Non-cash benefits? Recognition? 3. At what level will the reward be offered? Individual? Group? Whole organization? Unit 4, Lecture 4: Performance Management
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Legal issues with performance appraisal Performance appraisals are reflected in, “compensation, terms, conditions, or privileges of employment” they are covered by discrimination laws Legal precedents: Albemarle paper company v. Moody: Evaluating performance based on which employees were “better” than others is too subjective Hopkins v. Price Waterhouse: Evaluations containing discriminatory language (Ms. Hopkins was told to act less macho and to walk, talk, and dress more like a woman) provide evidence of disparate treatment Unit 2, Lecture 4: Performance Appraisal
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Monitoring and Incentives Incentives are difficult to administer Performance can’t always be monitored cheaply Lock in to old standards If you define a specific objective it’s difficult to change incentives Need to change production programs can slow things down as incentives are recalibrated Unit 4, Lecture 4: Performance Management
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Choosing Measurement Methods Input based Output based Individual Hourly wage rates, overtime, supervisor performance appraisals Piece rates, commissions, tips Group based Team bonuses for project progress Profit sharing, gainsharing, stock options Unit 4, Lecture 4: Performance Management
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What do we measure in performance appraisal? Describe a great co-worker at
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This note was uploaded on 07/18/2011 for the course MAN 4301 taught by Professor Kammeyer during the Fall '10 term at University of Florida.

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4.2- Performance Appraisal - Unit 2, Lecture 4: Performance...

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