Human Resource

Management
ELEVENTH EDITION
1
GARY DESSLER

Part 3 | Training and Development

Chapter 9

Performance Management and Appraisal

PowerPoint Presentation by Charlie Cook
The University of West Alabama
 Performance Appraisal
And
Performance Management
 Why Performance Management?

TQM

The
Performance
Appraisal Issues
Management
Approach
Strategic Focus

*
 Introduction to Appraising Performance

• Why appraise performance?

 Appraisals play an integral role in the employer’s

performance management process.
 Appraisals help in planning for correcting deficiencies
and reinforce things done correctly.
 Appraisals, in identifying employee strengths and
weaknesses, are useful for career planning
 Appraisals affect the employer’s salary raise decisions.
 Defining the Employee’s Goals and
Work Standards

Guidelines for Effective

Goal Setting

Assign
Assign
Assign Specific Challenging Encourage
Measurable
Goals but Doable Participation
Goals
Goals
Defining Goals and Work Efforts

• SMART goals are:

 Specific, and clearly state the desired results.

 Measurable in answering “how much.”

 Attainable, and not too tough or too easy.

 Relevant to what’s to be achieved.

 Timely in reflecting deadlines and milestones.

 Performance Appraisal Roles

• Supervisors

 Usually do the actual appraising.

 Must be familiar with basic appraisal techniques.
 Must understand and avoid problems that can cripple
appraisals.
 Must know how to conduct appraisals fairly.
Performance Appraisal Roles (cont’d)
• HR department
 Serves a policy-making and advisory role.
 Provides advice and assistance regarding the appraisal
tool to use.
 Prepares forms and procedures and insists that all
departments use them.
 Responsible for training supervisors to improve their
appraisal skills.
 Responsible for monitoring the system to ensure that
appraisal formats and criteria comply with EEO laws
and are up to date.

**
 Performance Appraisal Methods

• Graphic rating scale

 A scale that lists a number of traits and a range of
performance for each that is used to identify the score
that best describes an employee’s level of performance
for each trait.
 Graphic
Rating
Scale with
Space for
Comments
 Performance Appraisal Methods (cont’d)
• Alternation ranking method
• Paired comparison method
• Forced distribution method
• Narrative Forms
• Behaviorally anchored rating scale (BARS)
• Management by Objectives (MBO)

Time-consuming appraisal
Setting unclear objectives
process

Problems with MBO

Conflict with subordinates

over objectives
 Appraising Performance:
Problems and Solutions

Potential Rating
Scale Appraisal
Problems

Unclear Halo Central Leniency or

Bias
Standards Effect Tendency Strictness
 Appraising Performance:
Problems and Solutions (cont’d)

How to Avoid
Appraisal Problems

Control
Know Use the Train Keep
Outside
Problems Right Tool Supervisors a Diary
Influences
 Who Should Do the Appraising?

Immediate
Self-Rating
Supervisor

Peers
Potential Subordinates
Appraisers

Rating 360-Degree
Committee Feedback
 The Appraisal Interview

Satisfactory—Promotable

Satisfactory—Not Promotable
Types of Appraisal
Interviews
Unsatisfactory—Correctable

Unsatisfactory—Uncorrectable
 The Appraisal Interview (cont’d)

Guidelines for
Conducting an Interview

Talk in terms Encourage

Don’t get Don’t tiptoe
of objective the person to
personal. around.
work data. talk.