Chapter 8 Performance Appraisal

Presentation on theme: "Chapter 8 Performance Appraisal"— Presentation transcript:

1 Chapter 8 Performance Appraisal

2 Performance Appraisal
Definition Functions Basic Components Performance Appraisal Techniques Performance Appraisal Errors Effective Performance Appraisal System Issues & Conflicts 2018/9/21

3 Performance Appraisal
A means for determining how well your employees is doing in achieving the criteria considered essential for success in his/her position. 2018/9/21

4 Purposes Administration purposes Training/development purposes
Pay raise Promotion Lay off Training/development purposes Training Development 2018/9/21

5 Uses of Performance Appraisal Data
Set criteria for new employees “What does this job require?” Identify training needs “Does X need training?” Appraise training effectiveness “Does this training work?” Identify individuals for raises, honors “Who should be rewarded?” Divide merit budget “Who should get how much?” Identify individuals for promotion/transfer “Who can do this job?” Employee Appraisal Data Give employees feedback “How am I doing?” Identify individuals to be laid off or fired “Who should go first?” Appraise organization effectiveness “Are we achieving our goals?” 2018/9/21

6 Performance Appraisal Process
C O A C H I N G 2-Review progress & revise work expectation as necessary Observe, describe & document performance 1-Establish work expectations (Job Analysis) 3-Complete performance & development appraisal forms 5-Determine salary actions 1-Establish work expectations (Job Analysis) 1) job responsibilities 2) key objectives to accomplish 3) evaluation method 2-Review progress & revise work expectation as necessary Observe, describe & document performance Critical Incidents - effective and ineffective behaviors 3-Complete performance & development appraisal forms 1) performance feedback 2) ways of improving 3) training opportunities 4-Conduct formal performance and development appraisal discussion & establish development plans 5-Determine salary actions 6-Conduct salary discussions 1) summary of overall performance 2) organization’s pay philosophy 3) pay decision factors 4) specific salary action 4-Conduct formal performance and development appraisal discussion & establish development plans 6-Conduct salary discussions 2018/9/21

7 Establish performance standards
Set measurable goals Measure actual performance Compare actual performance with standards Discuss the appraisal with the employee If necessary, initiate corrective action 2018/9/21

8 Benefits of PA To manager Build better communication
Show the importance of meeting standards Pinpoint training needs 2018/9/21

9 Benefits of PA To employee Identify their strengths weakness
Identify employees’ contributions to the organization Consider long-range career plans 2018/9/21

10 Basic Components of a PA System
Establishing Performance Standards Job Analysis/Job Description Results/ Behaviors/Traits Making Performance Observation (data collection) Productivity records: results-oriented data Observation rating: behavior/trait-oriented data 2018/9/21

11 Basic Components of a PA System (con’t)
Making Performance Judgments (PA techniques/methods) Individual evaluation methods (absolute standards) Multiple employee evaluation methods (relative standards) Performance Feedback Administration decision Training & development 2018/9/21

12 PA criterion 績效效標 Trait-oriented PA criterion (50’)
著重個人特質 (忠誠，積極) Result-oriented PA criterion (60’) 著重工作的結果 (# of room sold, profits) Behavior-oriented PA criterion (70’) 著重於完成工作前所須具備的行為(溝通，規劃，按時上下班） 2018/9/21

13 Performance Appraisal Techniques
An appraisal format that asks supervisors to make judgments about an employee’s performance based solely on performance standards. Absolute Standards 絕對標準評估法 An appraisal format that asks supervisors to compare an employee's performance to the performance of other employees doing the same job. Relative Standards 相對標準評估法 2018/9/21

14 Individual Evaluation Methods Absolute Standards
Essay Appraisals 敘述法 Critical Incident Technique 重要事件法 Traditional Rating Scale傳統評分法 Behaviorally Anchored Rating Scale (BARS) 行為定向法 Management by Objectives (MBO) 2018/9/21

15 Essay Appraisals敘述法 The simplest PA method
Raters answer some general questions about employees’ performance Provides qualitative data (屬質資料) 2018/9/21

16 Example: Essay Appraisals
員工是否遵從工作指令? 評論: 員工是否準時完成指派的工作? 員工的工作品質是否有達到公司要求? 員工是否願意主動承擔額外的工作量? 員工是否與其他同事維持良好的互動關係? 2018/9/21

17 Critical Incidents Appraisals 重要事件法
Supervisors keep a diary about employee’s critical (key) behavior Critical incidents could be good or bad (effective or ineffective) Provides qualitative data (屬質資料) 2018/9/21

18 Example: Critical Incidents Technique
十月二號: 小華熱心為視力不佳的客人詳細解說菜單內容 十月八號: 顧客詢問主菜(魚)是於可否用其他方式烹調，小華沒有詢問廚房就一口回答說不。 十月十九日:小華 upsell 一瓶很貴的wine 十月二十八日: 小華上班領節忘了打並且穿白色襪子 2018/9/21

19 Forced-choice Appraisal 強迫選擇法
Require rater to choose between two similar statements (both good or bad) Rater needs to identify which statement best describe his/her employees Provides quantitative data (屬量資料) 2018/9/21

20 Example: Forced-Choice Method
Instruction: please choose one statement that best describe your employee from each paired statements. 1a. Works hard 1b. Works quickly 2a. Is responsive to customers 2b. Shows initiative 3a. Produces poor quality 3b. Lacks good work habits 2018/9/21

21 Traditional Rating The oldest and most popular evaluation method
Shows both the performance dimension (i.e., work quality) and the rating scale (i.e., very good to very bad) Provides quantitative data (屬量資料) 2018/9/21

22 2018/9/21

23 Behavior Anchored Rating Scale (BARS)
BARS=Rating Scale + Critical Incidents Rating scales allow supervisor to “rates” on employee’s behavior Critical incidents provide clear idea of desired and undesired behavior Provides quantitative data (屬量資料) 2018/9/21

24 2018/9/21

25 Multiple Employee Evaluation Methods Relative Judgment
Ranking排序法 依表現高低排序 Paired Comparison兩兩相比法 - 兩個兩個進行比較 Forced Distribution強迫分配法 - Normal distribution 2018/9/21

26 Rankings and Performance Levels Across Work Teams
Actual Ranked Work Ranked Work Ranked Work 10 (High) 9 8 7 6 5 4 3 2 1 (Low) Marcos (1) Uma (2) Joyce (3) Bill (4) Richard (5) Jill (1) Tom (2) Sue (3) Greg (4) Ken (5) Frank (1) Julien (2) Lisa (3) Jolie (4) Steve (5) 2018/9/21

27 2018/9/21

28 2018/9/21

29 Developing BARS Step 1: 列出並定義工作的基本構面
Step 2: 針對每一構面收集critical incidents Step 3: 擬定每一構面的高中低績效標準並指派適合的critical incident Step 4: 整合評估 2018/9/21

30 Management by Objective (MBO)
Result-oriented Appraisal 依據公司經營目標，員工充分參與其工作目標之制定，達成目標的分法，及事後工作成效考核方法(self-appraisal)。 Four steps Goal setting measurable and consistent at each level (Organization, dept., mger, ee) Action planning Self-control Periodic review 2018/9/21

31 MBO Employee proposes goals
Employee and manager discuss goals and reach an agreement on specific goals Employee and manager agree on specific action plan to attain goals by when Manager encourages goal attainment informally from time to time At the end of evaluation period, employees and manager meet again to discuss results 2018/9/21

32 MBO 優 缺 Emphasize on the results
ee participates in setting goals would increase performance Improve supervisor-ee relationship 缺 Doesn’t work if mger can’t trust ee Time-consuming to set up goals with individual ee Difficult to make a comparison among ees 2018/9/21

33 PA Issues of Validity and Reliability
PA Validity PA 內容需與工作清單或工作說明書一致(performance standards must be based on Job Analysis) 績效評估須針對不同的績效構面(performance dimension)來進行評估(evaluation should be based on specific dimensions of job) Performance standards should be objective(公正）and observable（可觀察） 2018/9/21

34 PA Reliability 與員工清楚溝通評估的標準(performance standards should be communicated to and understood by the employees) 進行績效評估的主管需接受訓練以避免評估上有誤差產生(Train evaluators to avoid rating errors) 採用多位評估人員以得到較公正的結果(Use more than one evaluator whenever possible) 2018/9/21

35 PA-Problems with the Evaluator
Leniency / Severity Error : 寬鬆/嚴厲錯誤 Central Tendency Errors: 中央趨勢錯誤 Similarity Error: 相似性錯誤 Halo Error: 月暈效應 Recency Errors: 近期效應 Past Anchoring Errors: 受到過去PA結果影響來評定現在PA結果 Bias/Prejudices: 偏見錯誤 2018/9/21

36 Who does PA Supervisor-appraisal 主管評量 Self-appraisal自我評量
Peer-appraisal同齊評量 Customer-appraisal顧客評量 360 degree appraisal360度全方位評量 2018/9/21

37 When Things Go Wrong (Design & Operating Problems)
Poor Design Improper performance criteria Technique (tool) cumbersome Technique (tool) time‑consuming Resistance to writing or documentation Lack of Top Management Support Dual Purpose Use Administrative & development use (coach & judge) Employee can’t take negative feedback easily 2018/9/21

38 Effective PA System Establish & communicate clear performance standard
Use behavior-based measures Combine absolute and relative standards Provide ongoing feedback Have multiple raters 360 degree appraisal Train appraisers 2018/9/21

39 Performance Review Step 1: Preparation Step 2: Initiation
Step 3: Content Step 4: Feedback 2018/9/21

40 Step 1: 績效考核會談準備事項 Review Job description (performance standard)
持續性觀察員工表現 完成績效考核表 Key strength & weakness 分析缺點原因 思考可能改進方法 告知員工績效考核會談時間 事先給於員工一份自我審核表 2018/9/21

41 Step 2: 面談出始期 建立正面溝通氣氛 主管了解會談目的 例舉優良行為與事蹟 詢問員工自我評量結果
PA Review地點具私密性(privacy) 鼓勵員工發表意見 主管了解會談目的 例舉優良行為與事蹟 詢問員工自我評量結果 2018/9/21

42 Step 3: Content 清楚具體的溝通考核結果 釐清員工表現與 performance standard 之間的差距
由general to specific Focus on “behavior” 釐清員工表現與 performance standard 之間的差距 重述desired behavior 讓員工有申辯的機會 2018/9/21

43 Step 4: Feedback Suggestions for Improvement
Personal Growth Set up next performance goals 總結討論內容 (action plan for Employee & Supervisor) Determine next PA review time DOCUMENT 2018/9/21