PSY 3711 1st Edition Lecture 18 Outline of Last Lecture I Humans behind the machine II Meta analytics weights III Expert Weights IV Bootstrapped weights V Which is best Outline of Current Lecture VI Why should we care about performance appraisal VII Performance appraisal substance VIII Performance appraisal process Current Lecture I II Why should we care about performance appraisal a Appraisal the numerous purposes of appraisal b Criterion data c Compensation d Layof e Goal setting f Feedback Performance appraisal substance a Types of performance appraisal i Trait based ii Behavior task based iii Results based b Typical performance vs maximal performance i Typical performance performance due to ability and average motivation over time ii Maximal performance performance due to bursts of efort right now iii Reflects awareness that performance is being observed accept goal of maximizing performance short enough time to maintain maximum efort throughout c Sources i Supervisors most common see maximal ii Peers see typical iii Self These notes represent a detailed interpretation of the professor s lecture GradeBuddy is best used as a supplement to your own notes not as a substitute iv v vi vii III Subordinate Customers Consultants In general MULTIPLE SOURCES more valid info However appropriateness of various sources may change based on purpose of the appraisal 1 Sources of variability raters and rates 2 Appraisal alone is not sufficient must have consequences 3 But often treated as event instead of process poor follow up insufficient resources 4 360 feedback has evidence for validity Performance appraisal process a Methods i Category method I e absolute 1 Ratings rate each employee in reference to a criterion or absolute standard 2 Rate using graphical rating scales behavioral observation scale behaviorally anchored rating scale 3 PREFERRED APPROACH ii Comparative method i e relative 1 Ranking order employees from first to last 2 Forced distribution iii Narrative method critical incidents essays field review iv Work sample method 1 Employees do a sample of their job and are evaluated based on competence 2 Can be done before or after hire b Graphic rating scales i Rating format that displays items graphically from high to low ii Success depends on quality dimension definitions and accurate scale anchors c Behavioral observation scales i Rating format that includes behavioral anchors describing what worker has done or might be expected to do in a particular duty area d Best practices i A number of rating formats to choose from ii Key characteristics of good formats 1 Dimensions being assessed are well defined behaviorally based and relevant to the job 2 Response category anchors are behavioral based relevant and accurately placed 3 Method used to assign rating or rankings to individuals and interpret them is clear and unambiguous e Observed structure of performance i Despite multidimensional nature of performance observed structure is usually single factor 1 Why Rater errors is one reason a Halo leniency tendency for an individual b Primacy recency efects overweighting events which occurred first or last c Central tendency leniency severity tendencies to rate all people as average high or low repectively d Contrast efect performance of others afects judgment of current rating target e Rater bias performance irrelevant biases ii Minimizing rater error 1 Focus on the ratings a Diferentiating trait b Using graphical rating scales 2 Focus on the raters a Provide training b Rater error training raters can avoid common rater errors if they are made self aware of them does reduce halo error but does not increase accuracy c Dimension training raters can better identify dimensions if trained on what behaviors these dimensions involve does reduce halo and rating accuracy does not improve severity d Frame of reference training raters can be more consistent in ratings if they understand the context for providing the rating Provide info on multidimensional nature of rating on a standardized model provide feedback on practice performance does improve accuracy does not improve halo f Best practices for performance standards i Standardized and uniform ii Formally communicated iii Provide prompt notice of performance deficiencies AND opportunities to correct iv Employees should have access to their reviews v Provide methods to contest reviews vi Use multiple diverse and unbiased raters vii Required thorough consistent documentation viii Keep records using performance management systems