Forced distribution method End up with a predetermined number or of people in

Forced distribution method end up with a

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Forced distribution method End up with a predetermined number or % of people in each group. Employees appraisal results depend on your choice of cutoff points. Critical incident method Helps specify what is right and wrong about the employee s performance; forces supervisor to evaluate subordinates on an ongoing basis. Difficult to rate or rank employees relative to one another. MBO Tied to jointly agreed-upon performance objectives. Time-consuming.
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Who Should Do the Appraising? Self-Rating Subordinates 360-Degree Feedback Potential Appraisers Immediate Supervisor Peers Rating Committee
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The Appraisal Interview Satisfactory—Promotable Satisfactory—Not Promotable Unsatisfactory—Correctable Unsatisfactory—Uncorrectable Types of Appraisal Interviews
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The Appraisal Interview (cont d) Talk in terms of objective work data. Don t tiptoe around. Don t get personal. Encourage the person to talk. Guidelines for Conducting an Interview
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The Appraisal Interview (cont d) 1 Recognize your own limitations. Never attack a person s defenses. How to Handle a Defensive Subordinate Recognize that defensive behavior is normal. Postpone action. 2 3 4
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The Appraisal Interview (cont d) 1 2 3 4 5 How to Criticize a Subordinate Criticize in private, and do it constructively. Do it in a manner that lets the person maintain his or her dignity and sense of worth. Give daily feedback so that the review has no surprises. Never say the person is always wrong. Criticism should be objective and free of biases.
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The Appraisal Interview (cont d) 1 2 3 4 5 How to Ensure Improved Performance Give the subordinate the opportunity to present his or her ideas and feelings. Don t make the subordinate feel threatened during the interview. Give daily feedback so that the review has no surprises. Never say the person is always wrong. Criticism should be objective and free of biases.
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FIGURE : Performance Contract Source: David Antonion, Improving the Performance Management Process Before Discontinuing Performance Appraisals, Compensation and Benefits Review May–June 1994, p. 33, 34.
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FIGURE 9–12 Checklist During the Appraisal Interview
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Formal Written Warnings Purposes of a Written Warning To shake your employee out of bad habits. To help you defend your rating, both to your own boss and (if needed) to the courts. A Written Warning Should: Identify standards by which employee is judged. Make clear that employee was aware of the standard. Specify deficiencies relative to the standard. Indicate employee s prior opportunity for correction.
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Creating the Total Performance Management Process What is our strategy and what are our goals? What does this mean for the goals we set for our employees, and for how we train, appraise, promote, and reward them?
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9-71 How to Perform an effective appraisal interview?
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End of Chapter 9 Questions/Comments
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