Performance
9 Management and
Appraisal
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Learning Objectives
1. Describe the performance appraisal process.
2. Discuss the pros and cons of at least eight
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performance appraisal methods.
3. Give examples of potential appraisal problems
and how to deal with them.
4. List steps to take in the appraisal interview.
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Learning Objectives
5. Explain key points in how to use the
appraisal interview to boost employee
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engagement.
6. Explain how you would take a
performance management approach to
appraisal.
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THINK ABOUT...
1. In your eyes ， what is performance
appraisal?
2. Why appraise performance?
3. What does performance
9 appraisal means
to employees/employer?
Performance Appraisal
Evaluating an employee's current and/or
past performance relative to his or her
performance standars.
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PERFORMANCE APPRAISAL PROCESS
• 1. setting work standards
• 2. assessing the employee’s actual
performance relative to those
standards 9
• 3. providing feedback to the
employee with the aim of helping him
or her to eliminate performance
deficiencies or to continue to perform
above par
Why appraise performance ？
1. Used for pay, promotion, and retention
decisions
2. Links performance management to
company goals
3. The manager can correct
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deficiencies and
reinforce strengths
4. With appraisals employee’s can review
career plans
5. Training needs are identified
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DEFINING THE EMPLOYEE’S GOALS
AND PERFORMANCE STANDARDS
• goals
• to what extent the employee is attaining his or
her numerical goals
• How to set effective goals?
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• job dimensions or traits
• behaviors or competencies
Who Should Do the Appraising?
Immediate supervisor
straightforward and make sense
best position
responsible
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HR's role in the appraisal
advisory role
what appraisal tool to use
train supervisors
monitor the appraisal system
ensure that it complies with the law
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Who Should Do the Appraising?
• Peer appraisals
• Self-managing teams
• aspects never see 4-
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• change behavior
• An immediate positive impact on improving perception
of open communication, task motivation, social
loafing, group viability, cohesioin, and satisfaction.
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RATING COMMITTEES
• Immediate supervisor and 3 or 4 other
supervisors
• It helps cancel out problems such as bias
• different facets
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• rarely match
SELF-RATINGS
• Rate higher
• The higher they appraised themselves, the worse
they did in the center.
Self rating
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10% 50%
APPRAISAL BY SUBORDINATES
• Developmental purposes
• Anonymity
• inflated ratings
• Upward feedback improves managers'
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performance.
360-degree feedback
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Developmental purpose
Results are mixed.
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Techniques for Appraising
Performance
• Graphic rating
scale method 4-
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• 图尺度评价法
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ALTERNATION RANKING 交替排序法
• Ranking employees from best to worst on
a particular trait, choosing highest, then
lowest, until all are ranked.
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PAIRED COMPARISON 配对比较法
• Ranking employees by making a chart of
all possible pairs of the employees for
each trait and indicating which is the
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better employee of the pair.
• more precise
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FORCED DISTRIBUTION 强制分布法
• Similar to grading on a curve;
• Predetermined percentages of ratees are placed
in various performance categories.
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• GE 20/70/10 split
• Prevents central tendency
• unforgiving
• Damages morale
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CRITICAL INCIDENT 关键事件法
• Keeping a record of uncommonly good or
undesirable examples of an employee's work-
related behavior and reviewing it with the
employee at predetermined
9 times.
• Provides examples
• Reduce the recency effects.
• It doesn't produce relative ratings for pay raise
purposes.
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NARRATIVE FORMS
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BEHAVIORALLY ANCHORED RATING SCALES (BARS) 行为锚定等级
评价法
• An appraisal method that aims at
combining the benefits of narrative critical
incidents and quantified ratings by
anchoring a quantified
9 scale with specific
narrative examples of good and poor
performance.
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DEVELOP A BARS
• 1. Write critical incidents.
• 2. Develop performance dimensions.
• 3. Reallocate incidents.
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• 4. Scale the incidents.
• 5. Develop a final instrument.
• Advantages: easier to explain, independent,
reliable.
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MIXED STANDARD SCALES
• The employer “mixes” together all the good or
poor behavioral example statements.
• The supervisor rates the employee by indicating
whether the latter's performance
9 is better than,
the same, or worse than the statement.
MANAGEMENT BY OBJECTIVES (MBO)
• 1. Set the organization's goals.
• 2. Set departmental goals.
• 3. Discuss departmental goals.
• 4. Define expected results(set individual goals).
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• 5. Conduct performance reviews.
• 6. Provide feedback.
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Dealing with Appraisal
Problems and Interviews
• Potential appraisal problems
o Unclear standards
o Halo effect
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o Central tendency
o Leniency 仁慈 or strictness 严格
o Recency effects 近期影响
o Bias
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Guidelines for Effective
Appraisals
• Know the problems
• Use the right tool
• Keep a diary 4-
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• Get agreement on a plan
• Ensure fairness
• Appraisals and the law
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GROUP ACTIVITES
• Working in groups, develop a graphic
rating scale for the following jobs:
secreatary, professor, bus driver.
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Define performance
management and discuss
how it differs4-9 from
performance appraisal.
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Performance Management
Performance management is the continuous
process of identifying, measuring, developing the
performance of individuals and teams and aligning
performance with the organization’s
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PERFORMANCE MANAGEMENT
• Ensuring the employee's goals are linked
to the strategic and operational goals.
• Timely feedback.
• Providing them with 9the resources and
training they need.
• Rewarding.
• Continuously checking.
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PERFORMANCE MANAGEMENT
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Performance Management
Six Elements
• Direction sharing
• Goal alignment
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• Ongoing performance monitoring
• Ongoing feedback
• Coaching and developmental support
• Recognition and rewards
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Information Technology Supports
Performance Management
• Assign financial and nonfinancial goals
• Inform all employees4-
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of their goals
• Use IT-supported scorecard software
• Continuously take corrective action
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IMPROVING PERFORMANCE:
HR Practices Around the Globe
• GDAS makes products for the
military, industrial, and commercial
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markets
• Use scorecard reporting system
o Team
o Divisional
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Review
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Develop, evaluate, and administer
at least four performance
appraisal
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tools.
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Perform an effective
appraisal interview.
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How to Conduct the
Appraisal Interview
• Prepare
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• Plan
• Coach
• Be objective
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How to Conduct the
Appraisal Interview
• Types of appraisal interviews
• How to conduct the appraisal
interview
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o Objective data
o Don’t get personal
o Encouragement
o Agreement
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Managing the Appraisal
Interview
• Handling a defensive subordinate
• Criticizing a subordinate
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• The formal written warning
• Realistic appraisals
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Review
• How to Conduct the
Appraisal Interview
• Managing the
Appraisal Interview
o Type of interviews4-
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o Defensiveness
o Criticism
o Warnings
o Realism
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Explain how to
“segment” employees
for appraisal
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reward purposes.
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Talent Management and
Employee Appraisal
• Appraising and Actively
Managing Employees
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• Segmenting and Actively
Managing Employees in
Practice
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Review
• Talent management and employee
appraisal
• Segmenting and actively
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employees in practice
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Improving Performance
at The Hotel Paris
• Focus the appraisal on strategic goal
achievement
o Actions that achieve4-
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hotel goals
• A performance management system with a focus
on competencies and objectives
o Job descriptions that include competencies
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Improving Performance at
The Hotel Paris
1. Choose one job, such as front-desk clerk.
Based on any information you have (including
job descriptions you may have created in other
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chapters), write a list of duties, competencies,
and performance standards for that chosen job.
2. Based on that job, create a performance
appraisal form for appraising that job.
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Hotel Paris
Strategy
Chapter 9
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