PerformanceAppraisal績效評估.pptVIP

HRM-BA Prepared by Ying-Jung Yeh - NCU, Spring, 2005 Performance Appraisal 績效評估 Lecture 6 11/2/2005 Agenda 績效評估的用途 評估者誤差 (Rater bias) 如何做好績效評估？ 360度評估/回饋 (360-degree feedback) 績效評估的方法 特質、行為、結果 績效管理 P = (能力 X 動機 X 機會) 績效評估的用途 調薪 (94%) 升遷 (88%) 員工發展 (56%) 員工訓練 (45%) 人事研究 (18%) Reasons Appraisal Programs Fail Lack of top-management information and support Unclear performance standards Rater bias Too many forms to complete Use of the appraisal program for conflicting purposes. 評估者誤差 (p. 257) 評量者誤差與偏見 Halo error （月暈效應） Stereotypes （刻板印象） Restriction of range error Central tendency （集中傾向） Leniency errors（過寬誤差） Severity errors （過嚴誤差） Recency error （近因誤差） Contrast effect （比對效應） Similar-to-me effect （似我效應） Complying with the Law 將工作分析得到的工作特性納入評量 績效評核的標準需事先給員工知道 績效評核是根據可觀察到的行為 評量者的訓練 評估結果需與員工討論，並提供改善績效的方向 有申訴的管道 使用多個評量者 360度評估 360-Degree Appraisal 360度評估/回饋的優缺點？ Pros and Cons of 360-Degree PROS The system is more comprehensive in that responses are gathered from multiple perspectives. Quality of information is better. (Quality of respondents is more important than quantity.) It complements TQM initiatives by emphasizing internal/external customers and teams. It may lessen bias/prejudice since feedback comes from more people, not one individual. Feedback from peers and others may increase employee self-development. Pros and Cons of 360-Degree CONS The system is complex in combining all the responses. Feedback can be intimidating and cause resentment if employee feels the respondents have “ganged up.” There may be conflicting opinions, though they may all be accurate from the respective standpoints. The system requires training to work effectively. Employees may collude or “game” the system by giving invalid evaluations to one another. Appraisers may not be accountable if their evaluations are anonymous. Performance Appraisal Methods Trait Methods 人格特質與行為的相關 Behavioral Methods 行為定錨法 (Behaviorally Anchored Rating Scale, or BARS) Results 目標管理(Management by objecti