Performance Management

1
Performance Management

• OS652 HRM
• Fisher
• October 19, 2004

2
Agenda

• Brief review of APA format for citations
• Why do we conduct performance appraisal?
• Performance appraisal vs. performance management
• Different types of performance appraisal
• Managers role in performance management
• Rating errors

3
APA Format

• Use for citations not needed for the rest of the
  paper (just make sure your headings make sense)
• Purpose
• Give credit to others for their ideas
• Allow your reader to find the source if they are
  interested
• Quotations vs. paraphrasing

4
In-paper references

• Paraphrasing
• According to Fisher and Howell (2004),.
• Both supplementary and complementary fit are
  important (Kristof, 1996).
• Quotation
• Klein and Sorra (1996) defined innovation-values
  fit as the extent to which targeted users
  perceive that use of the innovation will foster
  (or conversely, inhibit) the fulfillment of their
  values (p. 1063).
• Even something as simple as an intranet web page
  should have a strategic message behind it,
  otherwise it can run the risk of damaging rather
  than enhancing communications (Sharp, 2001,
  p.7).

5
Reference List

• Sources are presented in alphabetical order by
  author last name.
• Must provide
• Author(s)
• Publication year
• Title of article
• Title of publication, volume and issue numbers
• Page numbers (if presented)
• For more info, see the APA Publication Manual, or
  these websites
• http//www.turnitin.com/research_site/e_citation.h
  tml
• it.stlawu.edu/psychology/Resources/APA_Style/apa.
  htm
• www.lib.duke.edu/libguide/citing.htm
• Web sites are more complicated dont always
  have full information. See www.apastyle.org/elecr
  ef.html

6
Discussion Questions

• Why do we conduct performance appraisal?
• What are the intended benefits?
• What are the costs?
• Why are performance appraisals so unpleasant for
  everyone involved?
• How does performance appraisal differ from
  performance management?

7
Legal issues

• Performance appraisal is considered a selection
  procedure. Why?
• What does this mean for how we
• Develop appraisal systems?
• Conduct appraisal?
• As with selection, fairness is a big concern

8
Defining performance criteria

• Usually done by HR department, but
• Derived from job analysis
• Maximize relevant content (validity)
• Minimize contamination, deficiency
• Types of criteria
• Behaviors
• Outcomes
• Traits
• Objective vs. subjective

9
Rating Formats

• Intent of selecting the right rating format is
  to help increase reliability of the system
• How is reliability related to rating format?
• Some common formats
• Graphic rating scales
• BARS
• Pros and cons of each?

10
Comparison Systems

• Ranking (1 to n)
• Forced distribution
• Used by some highly successful organizations (GE,
  3M, Texas Instruments, EDS, Microsoft, HP)
• Numerous organizations have been sued because of
  it (e.g., Ford, Conoco, Goodyear)
• When to use? When not to use?
• Good recent article Meisler, A. (2004). Dead
  Mans Curve. Workforce Management. Retrieved
  from www.workforce.com on Sept. 30, 2004.
• Paired comparison

11
Evaluating Performance

• Common rater errors
• Leniency/strictness
• Central tendency
• Halo/horns
• Stereotyping
• Training can reduce errors (the conscious ones at
  least)
• Forced distribution systems often intended to
  address rater errors

12
For next class

• Topic Performance management continued
• In class exercise
• Presentation