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Principles of Supervision MGT 2220 Chapter 17 Appraising Performance You have to get ongoing constructive feedback to push you out of your comfort zone. - Kevin Sharer, CEO, Amgen Performance Appraisal = Formal feedback on how well an employee is performing his or her job. PURPOSES OF PERFORMANCE APPRAISEL Provides the information needed by employees to improve their quality of work. This is formal feedback that covers all important aspects of the employee’s performance. It can be used to ask an employee about their goals. It can be used to motivate employees. Appraisals are part of the ongoing control process. Provides important records for the organization of performance especially if behavior becomes a problem. The Appraisal Process 1. Establish and Communicate Expectations for Performance. 2. Establish and Communicate Standards for Measuring Performance. 3. Observe and Measure Individual Performance against Standards. 4. Reinforce Performance or Provide Remedies. 5. Causes the Lead to Poor Performance; Inadequate skills. Lack of Effort. Shortcomings of the Process. External Conditions. Personal Problems. What to Measure in an Appraisal Focus should be on behavior and results. Must be objective and job related. Issues measured should be within an employee’s control. Related to specific tasks. Communicated these factors to the employee. EEOC Guidelines must be considered. Reviewing pay and performance at the same time presents serious drawbacks; 1. Tying money to the appraisal limits the ability to use it as a motivating tool. 2. Employees will focus on the appraisal contents as it relates to their pay and not their performance.TYPES OF APPRAISALS 1. Graphic Rating Scale rates the degree to which an employee has achieved various characteristics such as job knowledge and punctuality. 2. Paired Comparison Approach measures the relative performance of employees in a group. 3. Forced Choice Approach presents an appraiser with sets of statements describing employee behavior. The appraiser must choose which statement is most characteristic of the employee and which is least characteristic. 4. Essay Appraisal gives the supervisor the opportunity to describe aspects of the performance not thoroughly covered in the appraisal. These are usually supplemental to other types of appraisals. 5. Behaviorally Anchored Rating Scales (BARS) rate employees on scales containing descriptions of performance in several areas. 6. Checklist Appraisal is a record of performance and not an evaluation of performance. 7. Critical Incident Appraisal record incident in which employees show a positive and negative ways to act. This is used as a performance assessment. 8. Work Standards Approach compares an employee’s performance with objective measures of what the employee should do. 9. Management by Objectives (MBO) compares performance to objectives set for the employee prior to the appraisal period. 10. Assessments by Someone other than the Supervisor. It can be done peers, other supervisors, self assessments, customers, reverse the process and review the supervisor, etc. To make this work the responses must be anonymous. SOURCES OF BIAS Harsh Bias is rating employees more severely than their performance merits. This frustrates and discourages workers. Leniency Bias. Rating employees more favorably than their performances merit. Cheats the employees from truly developing their skills. Central Tendency. The tendency to keep all employees at the middle of the rating scale. Most find it comfortable and the supervisor feels it is safe with fewer arguments. Miss the opportunity to praise or correct. Proximity Bias. The tendency to assign similar scores to items that are near each other on the questionnaire. You might be making random choices trying to anticipate the overall out come of the score. Similarity Bias. Tendency to judge others more positively when they are like yourself. PERFORMANCE APPRAISAL INTERVIEW 1. The purpose is to communicate information about employee’s performance. 2. Should be in an appropriate setting to focus and be done in private. 3. Think about the employee’s potential response to each area. 4. The supervisor should be ready with some ideas to respond to anticipated trouble areas. 5. Should notify the employee several days prior to the appointment.6. Employees are often uncomfortable at the prospect of discussing their performance. Make them feel comfortable at the beginning by offering coffees or water and starting with small talk. 7. Describe your overall concept of the performance and then move to details. 8. Provide the employee time for feedback. 9. The supervisors should provide a plan for improvement including regular monitoring of the progress. 10. Time should be set for discussion and setting the performance expectations of the next performance rating period. 11. At the end, both parties are generally required to sign the form. 12. This acknowledges they have read and understood the form. 13. End the interview in a positive manner. 14. Follow up on all actions plans. HOMEWORK Problem Solving Case: Appraising Employees in a Dental Office, Page 495. Answer the three questions in


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IVCC MGT 2220 - Appraising Performance

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