UB MGI 301 - CHPT 8 STUDENT (1) (19 pages)

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CHPT 8 STUDENT (1)



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CHPT 8 STUDENT (1)

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Pages:
19
School:
University at Buffalo, The State University of New York
Course:
Mgi 301 - Human Resources Mgt
Unformatted text preview:

How Companies Manage People s Performance Performance Management Copyright 2015 McGraw Hill Education All rights reserved No reproduction or distribution without the prior written consent of McGraw Hill Education 8 2 Purposes of Performance Management 8 4 Performance Measures Criteria 8 5 Measuring Performance Comparative approach compares performance with others o Ranking rates employees from highest to lowest performer o Forced distribution ranks employees in groups o Paired comparison managers compare every employee with every other employee in work group 8 6 Measuring Performance Attribute Approach focuses on the extent to which individuals have certain attributes o Graphic Rating Scale list of traits evaluated by 5 point rating scale o Mixed standard scales defines relevant performance dimensions and develops statements representing good average and poor performance along each dimension 8 7 Example of a Graphic Rating Scale Performance Dimensions Rating Distinguished Excellent Commendable Adequate Poor Knowledge 5 4 3 2 1 Communication 5 4 3 2 1 Judgment 5 4 3 2 1 Managerial skill 5 4 3 2 1 Quality performance 5 4 3 2 1 Teamwork 5 4 3 2 1 Interpersonal skills 5 4 3 2 1 Initiative 5 4 3 2 1 Creativity 5 4 3 2 1 Problem solving 5 4 3 2 1 8 8 Measuring Performance Behavioral Approach attempts to define behaviors an employee must exhibit to be effective on the job o Critical incidents approach requires managers to keep record of specific examples of effective and ineffective performance o Behaviorally anchored rating scales BARS specifically define performance dimensions by developing behavioral anchors associated with different levels of performance o Assessment centers are multiple raters who evaluate employees performance on a number of exercises 8 9 BARS Example Always early for work gathers all necessary equipment uses time before roll call to review previous shift s activities 5 Early for work has all necessary equipment 4 On time for work has all necessary equipment 3 Not fully dressed for roll call Does not have all of the necessary equipment 2 1 Late for work most of the time and does not have the necessary equipment Competency Model Identifies competencies necessary for each model and provides descriptions common for an entire occupation organization job family or specific job useful for recruiting selection training and development Competencies are sets of skills knowledge abilities and other characteristics that enable employees to successfully perform their jobs 8 11 Results Approach Management by Objectives top management passes down Goals company s strategic goals to managers to define goals Hierarchy 8 12 Quality Approach Performance Management System designed with a strong quality orientation Primary goal is improving customer satisfaction by o Focusing on customer orientation o Preventing errors Emphasizes assessment of both people and system Emphasizes managers and employees working together to solve performance problems Involves internal and external customers in setting standards and measuring performance Uses multiple sources to evaluate people and system 5 Performance Information Sources 360 8 14 Typical Rater Errors Similar to Me Contrast Leniency Strictness Central Tendency Halo Horns 8 15 Reducing Rater Errors and Politics Appraisal politics evaluators purposefully distorting a rating to achieve goals Reducing Rater Error rater error training frame of reference or rater accuracy training calibration meetings 8 16 Improve Performance Feedback Give feedback frequently not once a year Give leaders training on giving feedback and on the performance management process Ask employees to rate performance before the session Recognize effective performance through praise Focus on solving problems Focus feedback on behavior or results not on the person Minimize criticism Agree to specific goals and set progress review date 8 17 Ways to Manage Performance Solid performers o High ability and motivation provide development Misdirected effort o Lack of ability but high motivation focus on training Underutilizers o High ability but lack motivation focus on interpersonal abilities Deadwood o Low ability and motivation managerial action outplacement demotion firing 8 18 Withstand Legal Scrutiny 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 Use multiple raters Document performance evaluations 8 19


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