human resources management chapter eight

صفحه 1:
Performance Management and Appraisal 

صفحه 2:
“management means, in the last analysis, 6 substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank. Whenever you see a successful business, someone once made a 

صفحه 3:
Performance Appraisal Performance Appraisal means evaluating an employee’s current and/or past performance relative to his or her performance standards. deficiencies or to continue to perfor Performance appraisal involves: 1. Setting work standards 2. Assessing the employee’s actual performance relative to, those standards 3. Providing feedback to the employee with the aim of motivating him or her to eliminate performance 

صفحه 4:
aise Performance First, from a practical point of view, most employers still base pay promotional decisions on the employee’s appraisal. Second, the appraisal lets the boss and subordinate develop a plan for correcting any deficiencies, and to reinforce the things the subordinate dose right. Third, appraisals should serve a useful career planning purpose. They provide an opportunity to review the employee’s career plans in light of his or her exhibited strengths and weaknesses Fourth, we'll see later in this chapter that appraisals play an integral role in the employer's performance management process. Why Appr 

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Techniques for Appraising Performance Graphic Rating Scale 0 Alternation Ranking (2 Paired Comparison Forced Distributio Critical Incident Metind Narrative Form Behaviorally Anchored Rating Scales Management by Objectives Computerized and Web-Based Performance Appraisal Electronic Performance Monitoring 

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Graphic Rating Scale Method: A scale that lists a number of traits and a range of performance for each. The employee is then rated by identifying the score that best describes his or her level of performance for each trait. By Alternation Ranking _ Method: ranking employees form best to worst on a particular trait, choosing highest, then lowest, until all are ranked. 

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Graphic Rating Scale with Space for Comments e Hall 0 Inc. All rights rese Performance Appcicl payne (۰ ‏ل‎ Depot ingle al Bence eave ED Amal ro [a Umer ‏مس‎ ‎1 ‏یتسد‎ سس سم منوا له نی مه اوه اساسا 4 مر ما ندیه مس وم مت سنوی مه ٩ب ‎akon enpoy's wok pefmencn in‏ ابیت میهف یط ‎dn he sod ah‏ ا ل ‎RATING IDENTIFICATION‏ ‘tmprovamant Naadad—Fefomennis dint a ‘Chey Societies oo ry eg ‏اسم‎ Salemi elie eeetoce | Whee ‏ات ل‎ ‏اد نس سس‎ ۳ a ae som So COMETS eS ee cman 2 8 sh eg ics 1 ‏م‎ ‏ص‎ ‎752 2 oe i ta gk ie BS 1 5 ‏مش‎ ‏و و موس‎ 2 Be 3 13 ‏مث‎ ‏سس‎ oo ee 0 98 os ‏سا سح‎ tak rd BS iB ‏مت‎ 

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Portion of an Administrative Secretary’s Sample Performance Appraisal Form Mone ___ iin Sl fy fata pind erm ‏لاط سس‎ 17) iat ph wants 1 ‏سنوی فزس ال‎ ee tle | 13) fay meas lob reqiremens pnt | | treba cbioarnes Pat i: og Sef Tsk es Folin: Ano Sy ‏سوه موس‎ Duy: Nasng Duet sone Reco ey ee et Using seadsheets and her computed forms nse ol ‏مهو تخس‎ information ‏تسه‎ ‎‘dae ‏مه مه وله مج له رسد مج ولا نونف‎ eos ‏مس‎ kon omly s vel vaso sc, ran acl aes of al coy bends 5 9 مسلط یاه 

صفحه 9:
Success and Effectiveness in Responsibilities /Objectives and Performance Standards Primary Performance Expectation: SECTION | شاه کی تیان راوجمه ‘Objective 1 (Objective 2 Objective (Objective 7 (Objectives for new rating period reviewed and agreed to: Bralvator in Support of Departmental Goals Hida ‏د‎ ‏سي‎ ee iy ese ۳ ‏لببيم‎ ‎۲۲۲۲۲۲ ‏للبببام‎ ‎Performance ‎Management ‎Outline ‎‘Mic! Year Review: Date | Evaluator Date | Employee Date ماو Dare 

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SECTION ‏الا‎ End of Period Summary Performance Rating Based on a eview of Section |, Success and Efectvenes in Poston Responsibilities /Accomplihing Objectives and Stendards, and Socio I Performance Competencies, provide c summary performance rating: Comment: Performance Management Outline (cont'd) ‏لكا‎ Performance conssenty ond significantly cbove standards in virtually ll areas for exceed nema expectations. ۲ Performance well cbove standard in many important specs; usuolly exceeds normal expectations. ‏ممصو طم لا‎ masts dards in ll imporan ‏مان نمی لصو موه‎ Performance slightly below standards in some important aspects, but meets standards in others; performance generalh caccoptable but ‏ری ی ی پر بر سید سیم‎ performance lvel ۳ gene (Performance below standards nc numberof ial pecs; substentalimproveant needed Fraloaior Signature Dat | hove reed this appraisl and itd boon dizusted with mo. | understand tht signing this appaisl docs not necessary moan agree with all fo ifoxmation in tr that fof my right for revi. Employes Sinave 7 

صفحه 11:
Alternation Ranking Scale ALTERNATION RANKING SCALE For the Tt: For the tat you are measuring, ist oll the employees you want to rank. Fut the highestcaking employee's name on line 1. ut the lawestzanking employee's name on line 20. Then Ist fhe fn highs! renking en line 2, the nex lowes ranting en ine 19, and so on. Continue url el fname ote on fhe sale Highestrankiog employee 2 2 3. 13 4 14 5 15 ۰ te. 7 1 8 18 9 1 10. 20. Lowestranking employee 

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Ranking Employees by the Paired Comparison Method FOR THE TRAIT “QUALITY OF WORK” FOR THE TRAIT “CREATIVITY” Employee Rated: Employee Rated: As As Compared | A] B | ‏ع| ماع‎ Compared] A] B | ‏ع | ماع‎ 6: | Art [MarialChuck Diane! Jose to. | Ant [MarialChuck[Dione Jose A + fe] -]- A -|-]-|- Art Art B - - - - B + = + + Mario Mario 3 2 5 9 ‏ها بت‎ Chuck 1 chuck | * | * 2 ‏باه‎ | - + a + | - | + - Diane Dione 3 + | ‏ح | | 3 - | مب | مب‎ | 4+ Jose Jose ‘Maria Ranks Highest Here Art Ranks Highest Here Dore: + cree eter tos." — wea “iwerse bras." Por park chert, kl up tee oucober of ‏اوه لها انس هن ماه لت وج‎ 

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Paired Comparison Method: Ranking employees by Making a chart of all possible pairs of the employees for each trait and indicating which is the better employee of the pair. Forced Distribution Method: Similar to grading on a curve; predetermined percentages of ratees are placed in various performance categories. Critical Incid uncommonly an employee reviewing it predetermin ping a record of ble examples of 

صفحه 14:
Behaviorally Anchored Rating Scales (BARS): An appraisal method that aims at combining the benefits of narrative critical incidents and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance. Management by Objectives: Employers use management by objectives (MBO) for one of two things Computerized and Web-Based Performance Appraisal Electronic Performance Monitoring: Having supervisors electronically monitor computerized data an employee day, and thereby his or her perf 

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Example of a Behaviorally Anchored Rating Scale for the Dimension Salesmanship Skill Ser sh eh), ‏)سم‎ Dee Aap itor Orme TOO}, BDO Prentice Hall DOS © Inc. All rights reserved SALESMANSHIP SKILLS lpn rege opin bo ov ving rn berlin pps ay nowy sng sls; adopting sling iachnaques oppropriataly Wo ‏اف‎ prospects stil tox 000007 جاح حيط وتيت رما ‘A prospect td ho wanted he nuclear over program or he would no sgn up. mn bs dd ret gully fhe rover did net give up: isload, bo faked fis young ran ins elacronss by ering the fechnicl ng he would receive ‘he cerutr meets cbjectens ofp the nay seriously: he weeks hard to oun ‘he cbjecons wah rtvant, postin organs fore nay career ‘When king fo high shoo sano, he rerio marion nas of har seniors from he school who hove aor olised ‘Wher an apport quis for ely os program he cuter es econ othe Spear ‏ل‎ “7 When a prospect i deciding en which service fei ny the rendre to sll he ay by desing rey Ia aa ond adventures in prt Dungannon th er sade th cpl ly tg you he shod Journ ban erly ek wontbm opt ent bres mr shy {yt yor ater on Th recreated on having more brochure and ln ve ough ‏ما‎ appa ‏ود مس ماج‎ ip ef shies ‘When a preset ats en oben fo bing in the nowy, he renter er th eon ‏امتهم‎ becouse he thinks he prospct must eb intrested. 9 

صفحه 16:
Potential Appraisal Problems Unclear Standard Halo Effect Central Tendency Leniency or Strictne Recency Effects 

صفحه 17:
Unclear Standard: An appraisal that is too open to interpretation. Halo effect: In performance appraisal, the problem that occurs when a supervisor's rating of a subordinate on one trait biases the rating of that person on other traits. Central Tendency: A tendency to rate all employees the same way, such as rating them all average. Leniency or Strictness: The problem that occurs when a supervisor has a tendency to rate all subordinates either high or low. Recency effects: Means letting what t! has done recently blind you to what h performance has been over the year. 

صفحه 18:
A Graphic Rating Scale with Unclear Standards Excellent Good Fair Poor Quality of work Quantity of work Creativity Integrity Onte: Por exaple, whol exuriy is west by “ood,” ۱9 Work,” ood so Ports 

صفحه 19:
Advantages and Disadvantages of Appraisal Tools Disadvantages Standards may be unclear; halo effect, central tendency, leniency, bias can also be problems. Difficult to develop. Can cause disagreements among employees and may be unfair if all employees ore, in fact, excellent. Employeces' Appraisal results depend on your choice of cutoff points, Difficult to rate or rank employees relative to one another. Time-consuming, ‏موی‎ ‎ice Hall Advantages Simple to use: provides a quantitative rating for each employee. Provides behavioral “anchors.” BARS is very accurate. Simple to use (but not as simple as graphic rating scales). Avoids central tendency and other problems of rating scales. End up with a predetermined number or % of people in each group. fight” and “wrong” about the employee's performance; forces supervisor to evaluate subordinates on an ongoing basis. Helps specify what is Tied to jointly agreed-upon performanceobjectives. Tool Graphic rating scale BARS Alvernation ranking Forced distribution method Critical incident method MBO. 

صفحه 20:
Nho Should Do the . Appraising? Supervisor Peer Appraisals Rating committees Self-Rating Appraisal by Subordinates 360-Degree Feedback 

صفحه 21:
The Appraisal Interviews An interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths. 

صفحه 22:
Type of Appraisal Interviews — Satisfactory-problems: the person's performance is satisfactory and there is a promotion ahead. Your objective is to discuss the person's career plans and to develop a specific action plan for educational and professional development. Satisfactory-Not promotable: is for employees whose performance is satisfactory but for whom promotion is not possible. The objective here is to maintain satisfactory performance. 

صفحه 23:
How to Conduct the Appraisal Interview Talk in terms of objective work data Don’t get personal Encourage the person to talk Get agreement 

صفحه 24:
Performance Management * The continuous process of identifying, measuring, and developing the performance of individuals an vligning their performé organization’s 

صفحه 25:
۳6۶۲۱0۲۲۲10116 (۲۲ 1 Versus Performancem ‏إلى‎ + First, vertormah LAN AQ Em nevi lent. means just meeting with a subordinate once or twice a year to “review your performance.” it means continuous, daily or weekly interactions and feedback to ensure continuous improvement. Second, performance management is always goal-directed. The continuing performance reviews always involve comparing the employee's or team’s performance against goals that specifically stem from and link to the company’s strategic goals. Third, performance management means continuously reevaluating and (if need be) modifying how the employee and team get their work done. Depending on the issue, this may mean additional training, changing work procedures, or instituting new incentive plans, for instance. 

صفحه 26:
عملکرد (۳) برای نزدیک به ۱۰۸۰۰۰ نفر را اجرا میگردد و در آن اهداف روز زان مر قیت آنان در رسیدن به این اهداف جارخ جود اخیرا سیستتججیدی علاوه بر اين تحت عنوان ‎Integrated Performance Assessment (IPA)‏ توسعه یافته است که به ارزیابی عملکرد کارکنان در مقایسه با همرده های آنان می پردازد. چپ بررسى و معيزى عملكرد افرلد و اتجام آمر اصلاحى فداكس از شيوه های متفاوت اید كه مهم ترين آن در شرکت فدرال اکپرس ‎Survey - Feedback - ) je eee‏ J ۲ ۳ SFA 

صفحه 27:
“Performance is your reality. Forget everything else.” Harold S. Geneen (American Businessman, He was CEO of ITT (International Telephone and Telegraph) (1959-77), 1910-1997) 

صفحه 28:
G©OD LUCK 

Performance Management and Appraisal "management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank. Whenever you see a successful business, someone once made a Performance Appraisal Performance Appraisal means evaluating an employee’s current and/or past performance relative to his or her performance standards. deficiencies or to continue to perform above par. Performance appraisal involves: 1. Setting work standards 2. Assessing the employee’s actual performance relative to those standards 3. Providing feedback to the employee with the aim of motivating him or her to eliminate performance Why Appraise Performance • First, from a practical point of view, most employers still base pay promotional decisions on the employee’s appraisal. • Second, the appraisal lets the boss and subordinate develop a plan for correcting any deficiencies, and to reinforce the things the subordinate dose right. • Third, appraisals should serve a useful career planning purpose. They provide an opportunity to review the employee’s career plans in light of his or her exhibited strengths and weaknesses • Fourth, we’ll see later in this chapter that appraisals play an integral role in the employer’s performance management process. Techniques for Appraising Performance • • • • • • • • • Graphic Rating Scale Method Alternation Ranking Method Paired Comparison Method Forced Distribution Method Critical Incident Method Narrative Form Behaviorally Anchored Rating Scales Management by Objectives Computerized and Web-Based Performance Appraisal • Electronic Performance Monitoring Graphic Rating Scale Method: A scale that lists a number of traits and a range of performance for each. The employee is then rated by identifying the score that best describes his or her level of performance for each trait. Alternation Ranking Method: ranking employees form best to worst on a particular trait, choosing highest, then lowest, until all are ranked. Graphic Rating Scale with Space for Comments Prentice Hall 2005 © .Inc. All rights reserved Portion of an Administrative Secretary’s Sample Performance Appraisal Form Source: James Buford Jr., Bettye Burkhalter, and Grover Jacobs, “Link Job Description to Performance Appraisals,” Personnel Journal, June 1988, pp. 135–136. Performance Performance Management Management Outline Outline .Source: www.cwru.edu Performance Performance Management Management Outline Outline (cont’d) (cont’d) .Source: www.cwru.edu Alternation Ranking Scale Ranking Employees by the Paired Comparison Method Note: + means “better than.” − means “worse than.” For each chart, add up the number of .1’s in each column to get the highest-ranked employee Paired Comparison Method: Ranking employees by Making a chart of all possible pairs of the employees for each trait and indicating which is the better employee of the pair. Forced Distribution Method: Similar to grading on a curve; predetermined percentages of ratees are placed in various performance categories. Critical Incident Method: Keeping a record of uncommonly good or undesirable examples of an employee’s work-related behavior and reviewing it with the employee at predetermined times Behaviorally Anchored Rating Scales (BARS): An appraisal method that aims at combining the benefits of narrative critical incidents and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance. Management by Objectives: Employers use management by objectives (MBO) for one of two things Computerized and Web-Based Performance Appraisal Electronic Performance Monitoring: Having supervisors electronically monitor the amount of computerized data an employee is processing per day, and thereby his or her performance. Example of a Behaviorally Anchored Rating Scale for the Dimension Salesmanship Skill Source:Walter C. Borman, “Behavior Based Rating,” in Ronald A. Berk (ed.), Performance Assessment: Methods and Applications (Baltimore, MD: Johns .Hopkins University Press, 1986), p. 103 Prentice Hall 2005 © .Inc. All rights reserved Potential Appraisal Problems • • • • • Unclear Standard Halo Effect Central Tendency Leniency or Strictness Recency Effects Unclear Standard: An appraisal that is too open to interpretation. Halo effect: In performance appraisal, the problem that occurs when a supervisor’s rating of a subordinate on one trait biases the rating of that person on other traits. Central Tendency: A tendency to rate all employees the same way, such as rating them all average. Leniency or Strictness: The problem that occurs when a supervisor has a tendency to rate all subordinates either high or low. Recency effects: Means letting what the employee has done recently blind you to what his or her performance has been over the year. A Graphic Rating Scale with Unclear Standards Note: For example, what exactly is meant by “good,” ?“quantity of work,” and so forth Table 9–2 Prentice Hall 2005 © .Inc. All rights reserved Advantages and Disadvantages of Appraisal Tools 19–9 Table 9–3 Prentice Hall 2005 © .Inc. All rights reserved Who Should Do the Appraising? • The Immediate • • • • • Supervisor Peer Appraisals Rating committees Self-Rating Appraisal by Subordinates 360-Degree Feedback The Appraisal Interviews • An interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths. Type of Appraisal Interviews — Satisfactory-problems: the person’s performance is satisfactory and there is a promotion ahead. Your objective is to discuss the person’s career plans and to develop a specific action plan for educational and professional development. — Satisfactory-Not promotable: is for employees whose performance is satisfactory but for whom promotion is not possible. The objective here is to maintain satisfactory performance. How to Conduct the Appraisal Interview • • • • Talk in terms of objective work data Don’t get personal Encourage the person to talk Get agreement Performance Management • The continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organization’s goals. Performance Appraisal Versus Performance Management • First, performance management never means just meeting with a subordinate once or twice a year to “review your performance.” it means continuous, daily or weekly interactions and feedback to ensure continuous improvement. • Second, performance management is always goal-directed. The continuing performance reviews always involve comparing the employee’s or team’s performance against goals that specifically stem from and link to the company’s strategic goals. • Third, performance management means continuously reevaluating and (if need be) modifying how the employee and team get their work done. Depending on the issue, this may mean additional training, changing work procedures, or instituting new incentive plans, for instance. در شرکت بوئینگ ارزیابی عملکرد ( )PEبرای نزدیک به 108000نفر پرسنل یک فرآیند روتین است که بطور سالیانه اجرا میگردد و در آن اهداف کاری افراد مشخص میگردد و میزان موفقیت آنان در رسیدن به این اهداف تعیین میگردد .اما اخیرا سیستم جدیدی عالوه بر این تحت عنوان )Integrated Performance Assessment (IPA توسعه یافته است که به ارزیابی عملکرد کارکنان در مقایسه با همرده های آنان می پردازد. جهت بررسی و ممیزی عملکرد افراد و انجام امر اصالحی فدکس از شیوه های متفاوتی بهره می جوید که مهم ترین آن در شرکت فدرال اکپرس فرایند بازرسی – بازخور – عمل ( – Survey - Feedback ) Action – SFAاست. “Performance is your reality. Forget everything else.” Harold S. Geneen (American Businessman, He was CEO of ITT (International Telephone and Telegraph) (1959-77), 1910-1997) GD LUCK