Slide 1Slide 2Analyzing Performance ProblemsJob Performance Measure: Contamination, Validity and DeficiencyWHY Measure Performance?Slide 6WHAT & HOW ?Slide 8WHO?Slide 10Improving Performance FeedbackLegal Requirements of Performance Management SystemsIRWINCHAPTER 7 Performance Management©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997IRWINAn Organizational Model of Performance ManagementAn Organizational Model of Performance ManagementOrganizationalStrategyLong & Shortterm goals and valuesIndividual Attributes(skills,abilities)Individual Attributes(skills,abilities)IndividualBehaviorsObjectiveResultsSituationalConstraints- Culture- Economic conditionsSituationalConstraints- Culture- Economic conditionsAnalyzing Performance ProblemsAnalyzing Performance ProblemsDesired PerformanceDesired PerformanceActual PerformanceActual PerformanceIs DifferenceSignificant?What’s the Cause?Lack of Knowledge/Skill Lack of ExecutionHow TO CORRECT?- Feedback- Motivation- Task InterferenceJob Performance Measure:Contamination, Validity and DeficiencyJob Performance Measure:Contamination, Validity and Deficiency©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997IRWINJobPerformanceMeasureActual JobPerformanceDeficiencyContaminationValidityWHY Measure Performance?WHY Measure Performance?•Strategic•Administrative•Developmental©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997IRWINThe purposes are:Performance AppraisalPerformance AppraisalPURPOSE:PURPOSE:Developmental AdministrativeImprove PerformanceInformation for:pay increasespromotionsterminationsBASIS FORCOMPARISON :BASIS FORCOMPARISON :Absolute Standard Relative StandardAPPRAISALTECHNIQUE :APPRAISALTECHNIQUE :Results - OrientedBARSRating ScaleROLE OFMANAGER :ROLE OFMANAGER :Counselor JudgeIRWIN©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997WHAT & HOW ?WHAT & HOW ?•Comparative–ranking–forced distribution–paired comparison•Attribute–graphic rating scales–mixed standard scales•Behavioral–critical incidents–BARS–BOS–OBM–assessment centers•Results–MBO–ProMES•Total Quality Management •Comparative–ranking–forced distribution–paired comparison•Attribute–graphic rating scales–mixed standard scales•Behavioral–critical incidents–BARS–BOS–OBM–assessment centers•Results–MBO–ProMES•Total Quality Management IRWIN©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997Performance Measurement Approaches©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997IRWINComparison of Approaches to Performance MeasurementComparison of Approaches to Performance MeasurementApproach Validity Reliability Acceptability SpecificityComparativeAttributeBehavioralResultsTQMpoorlowgoodvery highvery highlowModest Modestlowhigh highhigh highhigh highhighhighhighhighmoderate very highvery lowvery lowhighhighStrategicCongruenceWHO?WHO?•Supervisors•Peers•Subordinates•Self•Customer•Supervisors•Peers•Subordinates•Self•CustomerIRWIN©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997Rater Errors•Similar to me•Contrast•Distributional errors•Halos / HornsErrors in Performance MeasurementErrors in Performance Measurement©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997IRWINImproving Performance FeedbackImproving Performance Feedback•Give feedback daily•Have employee do self-evaluation before session•Encourage participation during session•Praise effective performance•Focus on solving problems•Focus feedback on behavior or results•Minimize criticism•Set specific goals and a date to review progress•Give feedback daily•Have employee do self-evaluation before session•Encourage participation during session•Praise effective performance•Focus on solving problems•Focus feedback on behavior or results•Minimize criticism•Set specific goals and a date to review progress©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997IRWINLegal Requirements ofPerformance Management SystemsLegal Requirements ofPerformance Management Systems•Conduct a valid job analysis related to performance•Base system on specific behaviors or results•Train raters to use system correctly•Review performance ratings and allow for employee appeal•Provide guidance / support for poor performers•Conduct a valid job analysis related to performance•Base system on specific behaviors or results•Train raters to use system correctly•Review performance ratings and allow for employee appeal•Provide guidance / support for poor performers©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company,