Provides advice and assistance regarding the appraisal tool to use Trains

Provides advice and assistance regarding the

This preview shows page 35 - 51 out of 72 pages.

Provides advice and assistance regarding the appraisal tool to use. Trains supervisors to improve their appraisal skills. Monitors the appraisal system effectiveness and compliance with EEO laws.
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An Introduction to Appraising Performance 1 Is useful in career planning. Plays an integral role in performance management. Why Appraise Performance? Is basis for pay and promotion decisions. Helps in correcting deficiencies and reinforcing good performance. 2 3 4
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(Un)Realistic Appraisals Motivations for Soft Appraisals The fear of having to hire and train someone new. The unpleasant reaction of the appraisee. An appraisal process that s not conducive to candor. Hazards of Soft Appraisals Employee loses the chance to improve before being forced to change jobs. Lawsuits arising from dismissals involving inaccurate performance appraisals.
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An Introduction to Appraising Performance 1 Appraising performance Steps in Appraising Performance Defining the job Providing feedback 2 3
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Designing the Appraisal Tool What to Measure? Work output (quality and quantity) Personal competencies Goal (objective) achievement How to Measure? Generic dimensions Actual job duties Behavioral competencies
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FIGURE: Sample Performance Rating Form Source: Elaine Pulakos, Performance Management (SHRM Foundation, 2004) p. 16–17.
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FIGURE: Sample Performance Rating Form (cont d) Source: Elaine Pulakos, Performance Management (SHRM Foundation, 2004) p. 16–17.
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FIGURE: Portion of an Administrative Secretary s Performance Appraisal Form Showing Task(s) to Appraise
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FIGURE: Appraisal Form for Assessing Both Competencies and Specific Objectives Source: . Accessed May 17, 2007.
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FIGURE: (continued) Source: . Accessed May 17, 2007.
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FIGURE: (continued) Source: . Accessed May 17, 2007.
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FIGURE: (continued) Source: . Accessed May 17, 2007.
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Performance Appraisal Methods 1 2 3 4 5 Alternation Ranking Method Graphic Rating Scale Method Paired Comparison Method Forced Distribution Method Critical Incident Method 6 7 8 9 10 Behaviorally Anchored Rating Scales (BARS) Narrative Forms Management by Objectives (MBO) Computerized and Web-Based Performance Appraisal Merged Methods Appraisal Methodologies
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FIGURE 9–6 Scale for Alternate Ranking of Appraisees
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FIGURE: Ranking Employees by the Paired Comparison Method Note: + means better than. – means worse than. For each chart, add up the number of + s in each column to get the highest-ranked employee.
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TABLE: Examples of Critical Incidents for a Plant Manager Continuing Duties Targets Critical Incidents Schedule production for plant 90% utilization of personnel and machinery in plant; orders delivered on time Instituted new production scheduling system; decreased late orders by 10% last month; increased machine utilization in plant by 20% last month Supervise procurement of raw materials and inventory control Minimize inventory costs while keeping adequate supplies on hand
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