Performance Management

1. Performance Management Human Resource Management

2. Relevance Clear link between performance standards for a job and the organization’s goals Clear links between critical job elements identified through a job analysis and the dimensions to be rated Sensitivity Distinguishes between good and poor workers Reliability Consistent, accurate Acceptability Practicality Requirements of Effective Performance Appraisals

3. Legal Issues • Performance appraisals constitute an employment “test” • Research shows that appraisal systems that are psychologically sound and effectively designed management tools are nearly always legally defensible

4. Be consistent with all employees across all policies Keep careful performance logs and other documentation on all employees, not just problem employees Tactful honesty is the best policy Never make promises that cannot be kept If an employee’s job is in danger due to poor performance, tell him/her To Increase Legal Defensibility

5. Case Law Recommendations • Conduct job analysis • Incorporate these characteristics into a rating instrument • Train supervisors to use it properly • Include a formal appeals mechanism • Document the appraisal and reasons for decisions • Provide performance counseling or corrective guidance

6. Form is only one component; is a process Results-oriented methods MBO Work planning and review Behavior-oriented methods Narrative essay Ranking Paired comparisons Forced distributions Behavioral checklists Critical incidents Graphic rating scales BARS Methods of Appraising Performance

7. Employees understand job expectations Many managers assume employees know how to do their jobs Develop performance standards What is to be done How well it must be done Supervisors must communicate regularly Supervisors must regularly document employee performance Supervisors and employees must cooperate In Successful Performance Management . . .

8. Communication is Essential • The formal performance appraisal should hold no surprises • Feedback should be • Frequent • Honest • Objective • Related only to performance • Both positive and negative • Tactful and sensitive

9. Completing the Formal Appraisal • Refer frequently to documentation • Be specific. Give examples and details • Ensure comments are job related • Be honest • Managers usually review and approve supervisors’ ratings • Employees do not have to be perfect to get the top rating

10. Avoiding Problems Negative issues Issues all year and save them for the formal performance appraisal Rater errors Halo Contrast Recency Primacy Stringency Leniency Rating personality or potential Performance Appraisal “Don’ts”

11. Giving an average or above average rating to a poor performer Doing more than 70% of the talking in the interview Preaching in the interview Comparing the employee to other employees Showing inconsistency or unfairness between employees Measuring personality traits Performance Appraisal “Don’ts”

12. Career Development Human Resource Management

13. Major Thrusts of Career Programs • Self-awareness • Values • Attitudes • Interests • Experiences • Skills

14. Reality Testing • Confirming self-perceptions with others • Researching jobs and careers • Matching self characteristics with careers • Setting goals to achieve desired career goals • More information • Further education • Further experience • Others (raising capital, etc.) • Action plan for goal achievement

15. Definition of Career • Career management important today because • Concerns for quality of work life and personal life planning • Equal employment and affirmative action • Rising educational levels and occupational aspirations • Slow economic growth and reduced opportunities for advancement

16. Career Management in Organizations • Allows for efficient management of human resources over time • Today's workers do not have a clear career path to advance within an organization • They are motivated if they see value in activities • Require different management than that used for workers thirty years ago

17. Career Management in Organizations • Global competition forced elimination of management positions • Baby boomers have taken more places in the workforce • Burnout and withdrawal unless given alternatives for challenge and achievement • Career stages are linked to time beginning various career phases, not age itself

18. Career Management and Individual Responsibility • Organizations are increasingly temporary places to work • Individuals must manage their own careers • Most are unequipped to do so • Career strategies provide systems for organizations to deal with temporary employment

19. Career Management and Individual Responsibility • Selecting field and employer • Have macro, long-range objectives • Every potential employer must be judged by these long-term objectives • Accept short-term trade-ins for long term benefits • Consider whether highly specialized jobs or isolated job assignments might restrict attaining your long-range objective

20. Career Management and Individual Responsibility • Know where you are • Be aware of opportunities available to you in your current position • Assess your current performance, as well as how management perceives your performance • Recognize when you and your organization have outlived your utility for each other

21. Career Management and Individual Responsibility • Organizations have responsibility to • Plan in terms of shorter employment relationships • Such as fixed-term employment contracts with options for renegotiation and extension • Invest adequate time and energy in job design and equipment