Human Resource

Management
ELEVENTH EDITION

GARY DESSLER

Part 3 | Training and Development

Chapter 9

Performance Management and Appraisal

2008 Prentice Hall, Inc.
All rights reserved.

PowerPoint Presentation by Charlie Cook

The University of West Alabama

After studying this chapter, you should be able to:

1. Evaluate and improve the appraisal form in Figure 91.
2. Describe the appraisal process.
3. Develop, evaluate, and administer at least four
performance appraisal tools.
4. Explain and illustrate the problems to avoid in
appraising performance.
5. List and discuss the pros and cons of six appraisal
methods.
6. Perform an effective appraisal interview.
7. Discuss the pros and cons of using different raters to
appraise a persons performance.
2008 Prentice Hall, Inc. All rights reserved.

92

Basic Concepts in Performance

Management and Appraisal
Comparing
Performance Appraisal
and
Performance Management

Performance Appraisal:
Setting work standards, assessing
performance, and providing
feedback to employees to motivate,
correct, and continue their
performance.

2008 Prentice Hall, Inc. All rights reserved.

Performance Management:
An integrated approach to ensuring
that an employees performance
supports and contributes to the
organizations strategic aims.

93

Why Performance Management?

Total Quality

The
Performance
Management
Approach

Appraisal Issues

Strategic Focus

2008 Prentice Hall, Inc. All rights reserved.

94

Defining the Employees Goals

and Work Standards
Guidelines for
Effective Goal Setting

Assign
Specific
Goals

Assign
Measurable
Goals

2008 Prentice Hall, Inc. All rights reserved.

Assign
Challenging
but Doable
Goals

Encourage
Participation

95

Using MBO
Setting unclear
objectives

Time-consuming
appraisal process

Problems with
MBO

Conflict with
subordinates over
objectives

2008 Prentice Hall, Inc. All rights reserved.

96

Appraising Performance:
Problems and Solutions
Potential Rating
Scale Appraisal
Problems

Unclear
Standards

Halo
Effect

2008 Prentice Hall, Inc. All rights reserved.

Central
Tendency

Leniency or
Strictness

97

Bias

Appraising Performance:
Problems and Solutions (contd)
How to Avoid
Appraisal Problems

Know
Problems

Use the
Right Tool

2008 Prentice Hall, Inc. All rights reserved.

Train
Supervisors

Control
Outside
Influences

98

Keep
a Diary

Who Should Do the Appraising?

Immediate
Supervisor

Peers

Self-Rating

Potential
Appraisers

Subordinates

360-Degree
Feedback

Rating
Committee

2008 Prentice Hall, Inc. All rights reserved.

99

The Appraisal Interview

SatisfactoryPromotable

SatisfactoryNot Promotable

Types of Appraisal
Interviews
UnsatisfactoryCorrectable

UnsatisfactoryUncorrectable

2008 Prentice Hall, Inc. All rights reserved.

910

The Appraisal Interview (contd)

Guidelines for
Conducting an Interview

Talk in terms
of objective
work data.

2008 Prentice Hall, Inc. All rights reserved.

Dont get
personal.

Encourage
the person to
talk.

Dont tiptoe
around.

911

KEY TERMS
performance appraisal
performance management
graphic rating scale
alternation ranking method
paired comparison method
forced distribution method
critical incident method
behaviorally anchored rating
scale (BARS)

2008 Prentice Hall, Inc. All rights reserved.

management by objectives (MBO)

electronic performance monitoring
(EPM)
unclear standards
halo effect
central tendency
strictness/leniency
bias
appraisal interview

912