When Giving Performance Feedback

1. When Giving Performance Feedback • Communicate • Reason for evaluating performance • Process of performance evaluation • Who evaluates performance • Method of performance evaluation • Communicate results to employee (role play)

2. Why Evaluate Performance? • Reward Performance • Change performance • Justify Hiring • Justify Termination

3. Why Evaluate Performance? • Reward Performance • Salary increases & other reinforcement • Promotion • But…those performing well at lower level may not perform as well at the upper level if job demands are different • Change performance • Provide feedback to improve • Provide & Justify Training • Validate Training • More on validation next….

4. Why Evaluate Performance? • Justify Hiring • Validate selection instruments • Learning Check • What is a selection instrument? • How would you validate a selection instrument? • Justify Termination • Some union contracts may prohibit this

5. Process of Performance EvaluationWho evaluates performance? • Each perspective has limitations

6. Who Evaluates Performance? • Supervisors • Judge employee contribution to the organization • Judge outcome of behavior (aka performance) • But…employees can behave differently around supervisors

7. Who Evaluates Performance? • Peers • Can observe employee’s behaviors • Are reliable when peers are similar to & know employee • Correlate .34 with supervisor’s ratings

8. Who Evaluates Performance? • Subordinate ratings • Most common in teacher-student context • Are validity & reliable (Marsh) • Are they biased against visible minority professors? (Radhakrishnan study, in progress) • Not used in other contexts due to fear of backlash • Correlate highly with upper management’s ratings

9. Who Evaluates Performance? • Self-Evaluation • Leniency is reduced upon providing information on • Standards • Social comparison • Performance (e.g., feedback, Radhakrishnan et al, 1996) • Leniency is less in collectivistic cultures

10. Who Evaluates Performance? Learning Check • C24 overcomes limitations of each evaluator’s perspective by obtaining • Self & supervisory evaluations of participation • Elaborate How • Judgments of behavior & evaluations of outcomes of behavior in presentation • Elaborate How

11. When Giving Performance Feedback • Communicate • Why evaluate performance • Process of performance evaluation • Who evaluates performance? • Training evaluators

12. Training Evaluators • Validity of ratings increased with • Awareness of errors • Knowledge of how to avoid errors

13. Training Evaluators • Frame of reference training is best because it • Provides raters with job-related info • Enables practice with rating • Provides examples of expert ratings & rationale behind them • C24 professor conducts frame of reference training with TAs • Future Possibilities

14. When Giving Performance Feedback • Process of performance evaluation • Who evaluates performance • Method of performance evaluation

15. Method of performance evaluation • Importance of method illustrated by meta analytic study of age & performance • What is a meta analysis? • Identify two contradictory hypotheses of the relation between age and performance • Give explanations for each hypothesis

16. Some factors affecting performance

17. Meta analytic study of age & performance • Finding • Positive correlation between age & objective measures • Negative correlation between age and subjective measures • Implication: • Some measures susceptible to stereotypes

18. When Giving Performance Feedback • Communicate…. • Reason for Performance evaluation • Process of performance evaluation • Who evaluates performance? • Method of performance evaluation • Communicate results to employee (role play, next week)