Gathering%20Performance%20Information:%20Overview

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Gathering Performance InformationOverview

• Appraisal Forms
• Characteristics of Appraisal Forms
• Determining Overall Rating
• Appraisal Period and Number of Meetings

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Overview (continued)

• Who Should Provide Performance Information?
• A Model of Rater Motivation
• Preventing Rating Distortion through Rater
  Training Programs

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Appraisal Forms 9 Major Components

1. Basic Employee Information
2. Signatures

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Appraisal Forms 9 Major Components (continued)

• Accountabilities, Objectives, and Standards
• Competencies and Indicators
• Major Achievements and Contributions
• Stakeholder Input
• Employee Comments

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Appraisal Forms 9 Major Components
(continued)(These could be included in a
separate form)

• Developmental Achievements
• Developmental
• Needs
• Plans
• Goals

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Appraisal Forms 8 Desirable Features

1. Simplicity
2. Relevancy
3. Descriptiveness
4. Adaptability

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Appraisal Forms 8 Desirable Features (continued)

• Comprehensiveness
• Definitional Clarity
• Communication
• Time Orientation

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Determining Overall Rating

• Judgmental strategy
• Mechanical strategy

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Appraisal period

• Number of Meetings
• Annual
• Semi-annual
• Quarterly

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When Review Is Completed

• Anniversary date
• Supervisor doesnt have to fill out forms at same
  time
• Cant tie rewards to fiscal year
• Fiscal year
• Rewards tied to fiscal year
• Goals tied to corporate goals
• May be burden to supervisor, depending on
  implementation

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6 Types of Formal Meetings (can be combined)

• System Inauguration
• Self-Appraisal
• Classical Performance Review
• Merit/Salary Review
• Development Plan
• Objective Setting

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Who Should Provide Performance Information?

• Employees should be involved in selecting
• Which sources evaluate
• Which performance dimensions
• When employees are actively involved
• Higher acceptance of results
• Perception that system is fair

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Who Should Provide Performance Information?

• Direct knowledge of employee performance
• Supervisors
• Peers
• Subordinates
• Self
• Customers

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Supervisors

• Advantages
• Best position to evaluate performance vs.
  strategic goals
• Make decisions about rewards
• Able to differentiate among performance
  dimensions
• Disadvantages
• Supervisor may not be able to directly observe
  performance
• Evaluations may be biased

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Peers

• Advantages
• Assess teamwork
• Disadvantages
• Possible friendship bias
• May be less discriminating
• Context effects

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Subordinates

• Advantages
• Accurate when used for developmental purposes
• Good position to assess some competencies
• Disadvantages
• Inflated when used for administrative purposes
• May fear retaliation (confidentiality is key)

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Self

• Advantages
• Increased acceptance of decisions
• Decreased defensiveness during appraisal
  interview
• Good position to track activities during review
  period
• Disadvantages
• May be more lenient and biased

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Customers (external and internal)

• Advantages
• Employees become more focused on meeting customer
  expectations
• Disadvantages
• Time
• Money

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Disagreement Across Sources

• Expect disagreement
• Ensure employee receives feedback by source
• Assign differential weights to scores by source,
  depending on importance
• Ensure employees take active role in selecting
  which sources will rate which dimensions

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Types of Rating Errors

• Intentional errors
• Rating inflation
• Rating deflation
• Unintentional errors
• Due to complexity of task

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A Model of Rater Motivation
Expected Positive and Negative Consequences of
Rating Accuracy
Motivation to Provide Accurate Ratings
Probability of Experiencing Positive and Negative
Consequences
Rating Behavior
Expected Positive and Negative Consequences of
Rating Distortion
Motivation to Distort Ratings  
Probability of Experiencing Positive and Negative
Consequences
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Motivations for Rating Inflation

• Maximize merit raise/rewards
• Encourage employees
• Avoid creating written record
• Avoid confrontation with employees
• Promote undesired employees out of unit
• Make manager look good to his/her supervisor

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Motivations for Rating Deflation

• Shock employees
• Teach a lesson
• Send a message to employee
• Build a written record of poor performance

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Preventing Rating Distortion through Rater
Training Programs
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Rater Training Programs should cover

• Information
• Motivation
• Identifying, observing, recording and evaluating
  performance
• How to interact with employees when they receive
  performance information

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Information - how the system works

• Reasons for implementing the performance
  management system
• Information on the appraisal form and system
  mechanics

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Motivation Whats in it for me?

• Benefits of providing accurate ratings
• Tools for providing accurate ratings

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Identifying, observing, recording, and evaluating
performance

• How to identify and rank job activities
• How to observe, record, measure performance
• How to minimize rating errors

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How to interact with employees when they receive
performance information

• How to conduct an appraisal interview
• How to train, counsel, and coach

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Quick Review

• Appraisal Forms
• Characteristics of Appraisal Forms
• Determining Overall Rating
• Appraisal Period and Number of Meetings
• Who Should Provide Performance Information?
• A Model of Rater Motivation
• Preventing Rating Distortion through Rater
  Training Programs