Unusual success or unusual failure in some part of

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unusual success or unusual failure in some part of the job.Behavioural Checklist MethodThe behavioural checklist method requires the rater to checkstatements on a list that describe characteristics of the employee’sbehaviour.behaviourally anchored rating scale (BARS):A behavioural approach toperformance rating that consists of a series of vertical scales, one for each importantdimension of job performanceBehaviourally Anchored Rating Scale (BARS)Abehaviourally anchored rating scale (BARS)consists of aseries of 5 to 10 vertical scales—one for each important dimensionof performance identified through job analysis. These dimensionsare “anchored” by behaviours identified through a critical incidentjob analysis.behaviour observation scale (BOS):A behavioural approach to performance ratingthat measures the frequency of observed behaviourBehaviour Observation Scale (BOS)Abehaviour observation scale (BOS)is similar to a BARS in thatthey are both based on critical incidents. However, the lowerportion ofHighlights in HRM 8.4shows that rather than asking theevaluator to choose the most representative behavioural anchor, aBOS is designed to measure how frequently each behaviour hasbeen observed.
Results MethodsRather than looking at the traits of employees or the behavioursthey exhibit on the job, many organizations evaluate employees’accomplishments—the results they achieve through their work.Productivity MeasuresA number of results measures are available to evaluateperformance. Salespeople are evaluated on the basis of their salesvolume (both the number of units sold and the dollar amount inrevenues).management by objectives (MBO):A philosophy of management that ratesperformance on the basis of employee achievement of goals set by mutual agreementof employee and managerManagement by ObjectivesOne method that attempts to overcome some of the limitations ofresults evaluations ismanagement by objectives (MBO). MBO isa philosophy of management that has employees establishobjectives (such as production costs, sales per product, qualitystandards, and profits) by consulting with their superiors.The Balanced ScorecardThe balanced scorecard (BSC), which we first discussed inChapter2, can be used to appraise individual employees, teams, businessunits, and the corporation itself.
Performance Evaluation Meetings andFeedback SessionsAfter you have evaluated how well your employees are doing using one or more evaluationmethods, how should you begin to present the information to them in an evaluationmeeting or feedback session?Types of Performance Evaluation Meetingsand Feedback SessionsThere are three basic types of formats for providing feedbackduring a performance evaluation meeting or feedback session: tell-and-sell, tell-and-listen, and problem solving.Tell-and-sell. The skills required in the tell-and-sell format include the ability to persuadean employee to change his or her behaviour in a certain way.

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Term
Spring
Professor
Tasse
Tags
Performance Management, employee s performance relative

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