美国教授在华为某知名高校MBA学生准备的人力资源讲义2.pptVIP

Purposes of Performance Appraisal Developmental vs. Assessment Determining pay Providing feedback to employees Reinforcing good performance Correcting poor performance Benchmarking performance over time Documenting problem behavior Increasing employee retention Improving employee accountability Problems withPerformance Appraisal Time consuming Is not seen as a high priority Requires subjective as well as objective analysis Often involves the delivery of bad news Can cause loss of face Two Approaches to Performance Appraisal Formal, fixed interval Informal, continuous Formal Performance Appraisal Fixed interval Written Part of employee’s permanent file Summarizes and documents what has taken place through the informal day-to-day PA process. Critical for legal purposes “Quantitative” Approaches to Performance Appraisal Graphic rating scale Behaviorally anchored rating scales (BARS) Alternation ranking Forced distribution Graphic Rating Scale Behaviorally Anchored Rating Scale Cashier: Customer Service Knows prices of most items, greets many customers by name, is courteous to all customers, can direct customer to correct aisle for a given product, bags items effectively, provides accurate change. Knows some prices, uses cash register effectively, greets most customers, tries to be helpful to customers, gives out accurate change. Is sometimes rude to customers, does not know prices, is unable to quickly offer change, At breaktime, may shut down lane when customers are waiting. Alternation Ranking Forced Distribution “Qualitative” Approaches to Performance Appraisal Critical incident Narrative forms Best to use mixed methodologies! From Luna 1 to Apollo 11 Providing midcourse feedback in real time…. Informal Performance Appraisal Regular - even daily feedback to employees May or may not be written Serves as the backbone of the PA system Allows for midcourse correction in “real time” Eliminates surprises during the formal PA 2+2 = High Performance Two co