PERFORMANCE APPRAISAL

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PERFORMANCE APPRAISAL

• I. WHY BOTHER?
• II. DESIRED ATTRIBUTES
• III. PROBLEMS
• IV. APPRAISAL SOURCES
• V. APPROACHES
• VI. APPRAISAL FEEDBACK

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DESIRED ATTRIBUTES

• RELIABILITY
• VALIDITY
• STRATEGIC RELEVANCE

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DESIRED ATTRIBUTES

• FAIRNESS
• ACCEPTABILITY
• SPECIFICITY
• DIFFERENTIABILITY

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PROBLEMS WITH APPRAISALS

• INHERENT CONFLICTS
• Focus
• Managers Role
• Ratings Desired
• by Supervisor
• by Employees

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PROBLEMS WITH APPRAISALS

• INTENTIONAL ERRORS
• Distributional Errors
• Leniency, Central Tendency
• Low Motivation
• Favoritism, Self-Interest, Politics
• Inflationary Pressure

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PROBLEMS WITH APPRAISALS

• UNINTENTIONAL ERRORS
• Halo Error
• Contrast Error
• Similarity Error
• Temporal Errors
• Rater Ignorance
• Incorrect Criteria or Attributions
• Inadequate Data

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RATER REQUIREMENTS

• Opportunity to Observe
• Understanding of Job
• Unbiased Perspective
• Sources

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MEASUREMENT APPROACHES

• NATURE OF COMPARISON
• ABSOLUTE STANDARDS
• RELATIVE STANDARDS
• NATURE OF THE CRITERIA
• RESULTS
• BEHAVIORS
• TRAITS

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MEASUREMENT APPROACHES

• RESULTS METHODS
• Productivity Data
• MBO Systems
• Monitoring

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MEASUREMENT APPROACHES

• BEHAVIORAL METHODS
• TRAIT METHODS

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CASE - PAP COURIERS

• What are the key problems or issues?
• What are some alternative solutions?
• What changes would you make to the appraisal
  system?

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Feeding Back Appraisal Information

• Importance of day-to-day feedback

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CONDUCTING A PAI

• Invite Participation
• Change Behavior
• Minimize Criticism
• Establish Goals
• Follow Up Day by Day