Assignment: Performance Appraisal
Review "An Evaluation of Performance Appraisal Formats," the author indicates that Management by Objectives (MBO) is not suited to merit income decisions because it is difficult to compare one workers' success with other workers. However MBO is given the highest rating on validity and avoiding rating errors by supervisors. It is also given the highest rating on value for employee development.
Others argue that when the supervisor does a good job of identifying the objectives to be accomplished, and when the degree of goal accomplishment is properly recognized, there is no better system than MBO for measuring performance and awarding merit pay differentials. They also argue that MBO is the best system for aligning the efforts of all employees or organizational units to the common purpose of successfully achieving the organization's mission and objectives.
Review the advantages and disadvantages of the ranking, standard rating scales, behaviorally-anchored rating scales, essay and Management by Objective formats of performance appraisal. In addition, consider the list of common errors in the appraisal process.
Deduce which one of the listed performance appraisal formats you would prefer to have used when a supervisor is evaluating your performance as an employee. In addition, discuss which performance appraisal format you would prefer to use as a supervisor responsible for the productivity of a group of employees to evaluate your employees' performance. Write your initial response in 3-4 paragraphs in which you identify the format you prefer for each situation and explain why that is the one you would prefer.
https://www.homeworkmarket.com/content/assignment-nancy-1675941-2EXHIBIT 11.10
Tips on Appraising Employee Performance
Preparation for the Performance Interview
1. Keep a weekly log of individual's performance. Why?
A. It makes the task of writing up the evaluation simpler. The rater does not have to strain to remember six months or a year ago.
B. It reduces the chances of some rating errors (e.g., regency, halo).
C. It gives support/backup to the rating.
2. Preparation for the interview should not begin a week or two before it takes place. There should be continual feedback to the employee on his or her performance so that (a) problems can be corrected before they get out of hand, (b) improvements can be made sooner, and
(c) encouragement and support are ongoing.
3. Allow sufficient time to write up the evaluation. A well-thought-out evaluation will be more objective and equitable. Sufficient time includes (a) the actual time necessary to think out and write up the evaluation, (b) time away from the evaluation, and (c) time to review and possibly revise.
4. Have employees fill out an appraisal form prior to the interview. This prepares employees for what will take place in the interview and allows them to come prepared with future goal suggestions, areas they wish to pursue, and suggestionsconcerning their jobs or the company.
5. Set up an agreed-upon, convenient time to hold the interview (at least one week in advance). Be sure to pick a nonthreatening day.
6. Be prepared! A. Know what you are going to say. Prepare an outline (which includes the
evaluation and future goal suggestions). B. Decide on developmental opportunities before the interview. Be sure you know
of possible resources and contacts. C. Review performance interview steps.
7. Arrange the room in such a way as to encourage discussion.
A. Do not have barriers between yourself and the employee (such as a large desk).
B. Arrange with your secretary that there be no phone calls or interruptions.
Performance Appraisal Interview (Steps)
1. Set the subordinate at ease. Begin by stating the purpose of the discussion. Let the individual know that it will be a two-way process. Neither the superior nor the subordinate should dominate the discussion.
2. Give a general, overall impression of the evaluation.
3. Discuss each dimension separately. Ask the employee to give an impression on his or her own performance first. Then explain your position. If there is a problem on some dimensions, try together to determine the cause. When exploring causes, urge the subordinate to identify three or four causes. Then, jointly determine the most important ones. Identifying causes is important because it points out action plans which might be taken.
4. Together, develop action plans to correct problem areas. These plans will flow naturally from the consideration of the causes. Be specific about the who, what, and when. Be sure to provide for some kind of follow-up or report back.
5. Close the interview on an optimistic note.
Communication Technique Suggestions
1. Do not control the interview-make it two-way. Do this by asking open-ended questions rather than submitting your own solutions. For example, rather than saying, "Jim, I'd like you to do these reports over again," it would be better to say, "Jim, what sort of things might we do here?" Avoid questions that lead to one- word answers.
2. Stress behaviors and results rather than personal traits. Say, "I've noticed that your weekly report has been one to two days late in the last six weeks," rather than, "You tend to be a tardy, lazy person."
3. Show interest and concern. Instead of saying, "Too bad, but we all go through that," say, "I think I know what you're feeling. I remember a similar experience."
4. Allow the subordinate to finish a sentence or thought. This includes being receptive to the subordinate's own ideas and suggestions. For example, rather than saying, "You may have something there, but let's go back to the real problem," say, "I'm not certain I understand how that relates to this problem. Why don't you fill me in on it a bit more?"
These last four suggestions emphasize problem analysis rather than appraisal. Of course, appraisal of past performance is a part of the problem analysis, but these suggestions should lead to a more participative and less defensive subordinate role. These suggestions will also help improve creativity in problem solving. The subordinate will have a clearer understanding of why and how he or she needs to change work behavior. There should be a growth of a climate of cooperation, which increases motivation to achieve performance goals.