Week 5

Chapters 7 and 8
Appraising and Managing Performance Training the Workforce

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The Performance Appraisal Process

Three steps: 1. Defining performance expectations 2. Appraising performance 3. Providing feedback to employee regarding performance

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The Performance Appraisal Process

Why Should Performance Be Appraised? 1. Provides information for promotion and salary decisions 2. Provides opportunity for reinforcement and/or corrective action regarding performance 3. Provides opportunity to review career plans

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The Performance Appraisal Process

Performance Appraisal Problems lack of standards; irrelevant, subjective, unrealistic standards poor measures of performance rater errors poor feedback to employees; eg. arguing failure to use evaluation results for decision making
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Step 1: Defining Performance Expectations

job description often insufficient to clarify performance expectations measurable standards should be developed for each position

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Step 2: Appraisal MethodsWho, How

Graphic Rating Scale Trait: _____ ____ Outstanding ____ Very Good ____ Good ____ Improvement Needed ____ Unsatisfactory ____ Not Rated
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Appraisal Methods
Critical Incident Method keep a record of: uncommonly good undesirable work-related behaviours review with employee at predetermined times

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Appraisal Methods
Behaviourally Anchored Rating Scales (1 of 2) 1. Generate critical incidents (job experts specify effective and ineffective job-related behaviours) 2. Develop performance dimensions (experts group incidents into clusters) 3. Reallocate incidents (different experts group incidents into same clusters; retain incidents similarly assigned twice)
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Appraisal Methods
Behaviourally Anchored Rating Scales (2 of 2)
4. Scale the incidents (from effective to ineffective behaviour) 5. Develop final instrument (6-7 incidents used as behavioural anchors for each performance dimension)

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Appraisal Methods
Management by Objectives (MBO)
1. 2. 3. 4. 5. 6. Set the organizations goals Set departmental goals Discuss departmental goals Define expected results (individual) Performance reviews: measure the results Provide feedback
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Appraisal Methods
Management by Objectives (MBO)
Problems 1. Setting unclear, unmeasurable objectives 2. Time consuming 3. Tug of war between manager and employee

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Appraisal Methods
Technology-based Methods

New software programs enable employees to check their own performance against prescribed criteria

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Performance Appraisal: Problems and Solutions

Validity and Reliability validity reliability

unclear standards

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Performance Appraisal: Problems and Solutions

Who Should Do the Appraisal?
immediate supervisor peers rating committees self employees/subordinates 360-degree appraisal (all of the above)
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Dealing with Rater Errors

halo effect central tendency leniency or strictness appraisal bias recency effects similar-to-me bias

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Performance Appraisal: Problems and Solutions

Avoiding Appraisal Problems
Ensure that Ensure rater awareness of problems Train

appraisals are
supervisors reviewed by to eliminate rating errors immediate boss
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the supervisors

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Step 3: Providing FeedbackThe Appraisal Interview

Appraisal Interview

An interview in which the supervisor and employee review the appraisal and make plans to remedy deficiencies and reinforce strengths

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The Appraisal Interview

How to Prepare for the Appraisal Interview

assemble the data prepare the employee choose the time and place

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The Appraisal Interview

How to Conduct an Appraisal Interview

be direct and specific focus on job-related behaviours encourage the person to talk develop an action plan

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The Appraisal Interview

How to Handle a Defensive Employee
recognize that defensive behaviour is normal

never attack a persons defenses

postpone action recognize human limitations

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The Appraisal Interview

constructive criticism within a dignified context ensure the interview leads to improved performance consider appropriate use of formal written

warnings

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Legal and Ethical Issues

should be the bedrock of a performance appraisal

accurate feedback is based on human rights

legislation prohibitions

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Orienting Employees
Provides new employees with basic background information about: the organization the job
Reality Shock discrepancy between new employees expectations and reality
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Orienting Employees
Purpose of Orientation Programs
better job performance reduced turnover less disciplinary action fewer grievances reduced number of workplace injuries

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Orienting Employees
Problems With Orientation Programs
too much information in a short time too many forms to fill out little or no orientation HR information too broad; supervisory

information too detailed

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Orienting Employees
Evaluation of Orientation

Employee
reaction

Socialization
effects

Cost/benefit
analysis

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The Training Process

Step 5. Evaluation and Follow-up Step 4. Implementation Step 3. Validation

Step 2. Instructional Design

Step 1. Needs Analysis
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The Training Process

Step 1: Needs Analysis

identify required job performance skills analyze audience develop specific measurable objectives

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The Training Process

Step 2: Instructional Design
prepare curriculum

ensure training materials support learning

objectives ensure quality and effectiveness of program elements
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The Training Process

Step 3: Validation
validate training using representative audience

make revisions based on pilot results

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The Training Process

Step 4: Implementation
train-the-trainer workshops focus on presentation as well as content

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The Training Process

Step 5: Evaluation and Follow-up (1 of 2) 1. Reaction

document learners immediate reactions

2. Learning

use feedback devices to measure learning

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The Training Process

Step 5: Evaluation and Follow-up (2 of 2) 3. Behaviour note supervisory reactions to learners performance following training 4. Results measure improvement in learners job performance
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Training Needs Analysis

Task Analysis (for new employees) list tasks when and how often performed quantity and quality of performance conditions under which performed competencies required where best learned
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Training Needs Analysis

Performance Analysis (for existing employees) appraise performance distinguish between cant do and wont do

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Training Techniques

on-the-job apprenticeship

programmed learning vestibule/simulated

job instruction
lectures videoconferencing

e-learning
computer-based training (CBT)

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Training Techniques
On-the-Job Training

1. Preparation of learner 2. Presentation of the operation 3. Performance tryout

4. Follow-up

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Training Techniques
Programmed Learning

1. Present questions, facts or problems to the learner 2. Allow the learner to respond

3. Provide feedback on the accuracy of answers

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Training for Special Purposes

Training for teamwork and empowerment
International business training

Diversity training
Customer service training

AIDS education
Literacy training
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Evaluating the Training Effort

Reaction

Learning

Behaviour

Results
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Management and Executive Development

Management development: improves managerial performance by:

imparting knowledge, changing attitudes, or

increasing skills may be company-wide, or position-focused includes succession planning
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Management and Executive Development

On-the-job Management-development techniques:

Developmental Job Rotation

Coaching/Understudy Approach Action Learning

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Management and Executive Development

Off-the-job Management-development techniques: The Case Study MethodManagement Games Outside SeminarsRole-playing College/University-related Programs

Behaviour Modelling
In-house Development Centres
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