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Performance Evaluation, Measurement, and Management

Performance Evaluation, Measurement, and Management. Laurinda Tran, Linda Le, Linda Do, David Salgado, and Drake Bloom. When Accomplishments Come Back to Haunt You: The Negative Effect of Competence Signals On Women’s Performance Evaluations. Presenter: Laurinda Tran. Key Terms.

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Performance Evaluation, Measurement, and Management

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  1. Performance Evaluation, Measurement, and Management Laurinda Tran, Linda Le, Linda Do, David Salgado, and Drake Bloom

  2. When Accomplishments Come Back to Haunt You: The Negative Effect of Competence Signals On Women’s Performance Evaluations Presenter: Laurinda Tran

  3. Key Terms • Competence Signals • Social Dominance Orientation (SDO)

  4. Method • Participants: 271 college-educated adults • Design and procedure: Subordinate competence signal, subordinate gender, evaluator gender. SDO evaluator as continuous factor • Participants act as managers

  5. Measures • Subordinate’s performance rating -composed measure of performance evaluation • SDO scale

  6. Results

  7. Take-Home Message • Objective measures (reduce bias) • Stereotype programs • Select low SDO & have screening • Rewards & compensation • Multiple hurdle PE

  8. The Invisible Eye? Electronic Performance Monitoring and Employee Job Performance By Devasheesh P. Bhave Presenter: Linda Le

  9. Key Terms • Electronic Performance Monitoring (EPM) • Counterproductive Work Behaviors (CWBs) • Organizational Citizenship Behaviors (OCBs) • Task Performance

  10. Method • Study conducted at 2 large call centers • Used a web-based and paper-based survey • Evaluated CSRs based on 3 performance dimensions

  11. Measures • Supervisory Use of EPM • Call Complexity • OCBs, CWBs, Task Performance • Call Quality

  12. Results

  13. Results

  14. Take-Home Message • Make sure the EPM system is in compliance with privacy laws • Offer Supervisors training programs • EPM system also helps improve performance evaluation validity

  15. Inherently Relational: Interactions Between Peers’ and Individuals’ Personalities Impact Reward Giving and Appraisal of Individual Performance Presenter: Linda Do

  16. Key Terms • Extraversion • Agreeableness • Dyadic

  17. Method • Study conducted for “extra-credit” in an upper management course • Online questionnaire about team members, processes and participant’s own personality

  18. Measures • Performance evaluations • Agreeableness • Extraversion

  19. Results

  20. Results

  21. Take home message • Formal Training • Break Rooms • Weighted Performance Evaluations

  22. ARE TELECOMMUTERS REMOTELY GOOD CITIZENS? UNPACKING TELECOMMUTING’S EFFECTS ON PERFORMANCE VIA I-DEALS AND JOB RESOURCES Presenter: David Salgado

  23. Key Terms • Telecommuting Intensity • Contextual Performance • Interpersonal Facilitation • Job Dedication • Leader-Member Exchange (LMX) • High • Low

  24. Method • Surveyed employees and supervisors from wide assortment of organizations that vary in the extent of telecommuting afforded to employees • 323 employees • 143 supervisors

  25. Measures • Telecommuting and Telecommuting Intensity • Task Performance • Contextual Performance • LMX

  26. Results

  27. Results

  28. Results

  29. Take home message • Treat Telecommuting as a benefit that is mutually beneficial to the employee and company • A form of work redesign that generates autonomy perceptions • Form organizational policies pertaining to telecommuting • Eligibility

  30. Rocking the Boat but Keeping It Steady: The Role of Emotion Regulation in Employee Voice Presenter: Drake Bloom

  31. Key Terms • Voice • Emotional Labor Strategies • Surface Acting • Deep Acting • Kotter’s 8 Steps • Emotional Regulation • Extraversion

  32. Method • Optometry company • Customer-service-intensive • Emotion regulation knowledge is relevant • Sample: 100 employees • Of the 209 total

  33. Measures • Emotional Labor Strategies • Tested Surface and Deep acting • Self Reported and scored on a 7-point scale • Emotion Regulation Knowledge • STEM - Situational Test of Emotion Management • Graded against expert’s scores

  34. Measures continued • Voice and Performance Evaluations • Panel of three HR managers • Evaluated on a 7-point scale • Extraversion • Five Factor Model • 5-point scale

  35. Results

  36. Take-Home Message • Change the culture through a constructive confrontation approach • Apply change management best practices such as Kotter’s 8 steps • Establish executive sponsorship • Educate middle management on the desired behaviors and practices • Reward and recognize the new behaviors

  37. Group Take-Home Message • Organizations need to reduce bias by having screenings on performance evaluation. • Supervisors must give constant feedback and keep consistent documentation of employees • Organizations need to institute a culture change which encourages constructive confrontation • This will improve the relationship between middle and frontline employees • Encourage employee voice

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