Hrm 11e dessler 09

Human Resource Management 11e gary dessler chapter 09

1. © 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc.
All rights reserved.All rights reserved.
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
The University of West AlabamaThe University of West Alabama
1
Human Resource Human Resource
ManagementManagement
ELEVENTH EDITIONELEVENTH EDITION
G A R Y D E S S L E RG A R Y D E S S L E R
Performance Management and AppraisalPerformance Management and Appraisal
Chapter 9Chapter 9
Part 3 | Training and DevelopmentPart 3 | Training and Development

2. © 2008 Prentice Hall, Inc. All
rights reserved. 9–2
After studying this chapter, you should be able to:
1.1.Evaluate and improve the appraisal form in Figure 9–1.Evaluate and improve the appraisal form in Figure 9–1.
2.2.Describe the appraisal process.Describe the appraisal process.
3.3.Develop, evaluate, and administer at least four Develop, evaluate, and administer at least four
performance appraisal tools.performance appraisal tools.
4.4.Explain and illustrate the problems to avoid in Explain and illustrate the problems to avoid in
appraising performance.appraising performance.
5.5.List and discuss the pros and cons of six appraisal List and discuss the pros and cons of six appraisal
methods.methods.
6.6.Perform an effective appraisal interview.Perform an effective appraisal interview.
7.7.Discuss the pros and cons of using different raters to Discuss the pros and cons of using different raters to
appraise a person’s performance.appraise a person’s performance.

3. © 2008 Prentice Hall, Inc. All
rights reserved. 9–3
Basic Concepts in PerformanceBasic Concepts in Performance
Management and AppraisalManagement and Appraisal
Performance Appraisal:
Setting work standards, assessing
performance, and providing
feedback to employees to motivate,
correct, and continue their
performance.
Performance Management:
An integrated approach to ensuring
that an employee’s performance
supports and contributes to the
organization’s strategic aims.
Comparing
Performance Appraisal
and
Performance Management

4. © 2008 Prentice Hall, Inc. All
rights reserved. 9–4
Why Performance Management?Why Performance Management?
Total Quality
Appraisal Issues
Strategic Focus
The
Performance
Management
Approach

5. © 2008 Prentice Hall, Inc. All
rights reserved. 9–5
Defining the Employee’s Goals Defining the Employee’s Goals
and Work Standardsand Work Standards
Assign
Specific
Goals
Encourage
Participation
Assign
Measurable
Goals
Assign
Challenging
but Doable
Goals
Guidelines for
Effective Goal Setting

6. © 2008 Prentice Hall, Inc. All
rights reserved. 9–6
Using MBOUsing MBO
Problems with
MBO
Setting unclear
objectives
Conflict with
subordinates over
objectives
Time-consuming
appraisal process

7. © 2008 Prentice Hall, Inc. All
rights reserved. 9–7
Appraising Performance: Appraising Performance:
Problems and SolutionsProblems and Solutions
Unclear
Standards
Leniency or
Strictness
Halo
Effect
Potential Rating
Scale Appraisal
Problems
Central
Tendency
Bias

8. © 2008 Prentice Hall, Inc. All
rights reserved. 9–8
Appraising Performance: Appraising Performance:
Problems and Solutions (cont’d)Problems and Solutions (cont’d)
Know
Problems
Control
Outside
Influences
Use the
Right Tool
How to Avoid
Appraisal Problems
Train
Supervisors
Keep
a Diary

9. © 2008 Prentice Hall, Inc. All
rights reserved. 9–9
Who Should Do the Appraising?Who Should Do the Appraising?
Self-Rating
Subordinates
360-Degree
Feedback
Potential
Appraisers
Immediate
Supervisor
Peers
Rating
Committee

10. © 2008 Prentice Hall, Inc. All
rights reserved. 9–10
The Appraisal InterviewThe Appraisal Interview
Satisfactory—Promotable
Satisfactory—Not Promotable
Unsatisfactory—Correctable
Unsatisfactory—Uncorrectable
Types of Appraisal
Interviews

11. © 2008 Prentice Hall, Inc. All
rights reserved. 9–11
The Appraisal Interview (cont’d)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

12. © 2008 Prentice Hall, Inc. All
rights reserved. 9–12
K E Y T E R M S
performance appraisalperformance appraisal
performance managementperformance management
graphic rating scalegraphic rating scale
alternation ranking methodalternation ranking method
paired comparison methodpaired comparison method
forced distribution methodforced distribution method
critical incident methodcritical incident method
behaviorally anchored rating behaviorally anchored rating
scale (BARS)scale (BARS)
management by objectives (MBO)management by objectives (MBO)
electronic performance monitoring electronic performance monitoring
(EPM)(EPM)
unclear standardsunclear standards
halo effecthalo effect
central tendencycentral tendency
strictness/leniencystrictness/leniency
biasbias
appraisal interviewappraisal interview