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Chapter 7

The document discusses performance appraisal in Human Resource Management, focusing on identification, measurement, and management of employee performance. It outlines various measurement types, including relative and absolute judgment, trait, behavior, and outcome measures, along with their advantages and challenges. Additionally, it addresses the roles of different reviewers and the importance of appraisal interviews in performance improvement.

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13 views17 pages

Chapter 7

The document discusses performance appraisal in Human Resource Management, focusing on identification, measurement, and management of employee performance. It outlines various measurement types, including relative and absolute judgment, trait, behavior, and outcome measures, along with their advantages and challenges. Additionally, it addresses the roles of different reviewers and the importance of appraisal interviews in performance improvement.

Uploaded by

Beyza
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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BA 2204 and BAS 324

Human Resource Management

Appraising and managing performance

Instructor: Çağrı Topal


1
Performance appraisal
 Identification
 Measurement
 Management

 Uses
• Administrative
• Developmental
• Strategic

2
Identification
 Aspects or dimensions of performance
 Many dimensions and descriptions
 What the organization tries to achieve or its
strategic, operational, and operative objectives

3
Question
 What are the dimensions of being a student
as a job?

4
Measurement: definition and tools
 Assigning numbers or labels to reflect an
employee’s performance on the identified
characteristics or dimensions
 Judgment type
• Relative judgment
• Absolute judgment
 Measurement focus
• Trait appraisal
• Behavioral appraisal
• Outcome appraisal
5
Measurement: relative judgment
 Comparing an employee’s performance to the
performance of other employees doing the
same job
 Recognizing small significant differences
 No information about absolute differences
 No information about absolute performance
 Manufacturing differences
 Ineffective feedback
 Administrative use

6
Measurement: absolute judgment
 Comparing an employee’s performance with
predetermined standards
 Comparability across employees within
different organizational groups
 Detailed and effective feedback
 Cooperative work environment
 Not recognizing small significant differences
 Inconsistency between different evaluators
 Developmental use

7
Question
 For which jobs or sectors, is relative judgment
more useful? Why?
 For which jobs or sectors, is absolute
judgment more useful? Why?

8
Measurement: trait
 Developing judgments about employees’ traits
or individual characteristics
 Quick indicator for relevant behavioral
tendencies
 Ambiguity
 Evaluator biases
 Not including all relevant traits and difficulty
in weighing traits
 Focus on personality rather than performance
and ineffective feedback
9
Question
 In which sectors is it more likely to use trait
measures? Why?

10
Measurement: behavior
 Evaluating whether an employee shows
expected behavioral standards
 Concreteness and easy to measure
 Concrete performance examples
 Fast and effective feedback
 Participative development and motivation
 Time-consuming and difficult development
 Detailed and exclusionary
 Obsoleteness with organizational change
 Biased standards
11
Measurement: outcome
 Assessing the achievement of an employee in
terms of outcomes and targets
 Clarity and objectivity
 Flexible standards
 Relation to strategic goals
 Ignorance of uncontrollable factors
 Ignorance of performance processes

12
Question
 When are behavioral measures better than
outcome measures?

13
Measurement: Reviewers
 Supervisor
 Self
 Peer
 Subordinate
 Customer
 Multiple

14
Management
 Appraisal interview
 Performance improvement
• Identifying or exploring the causes of
performance problems
• Developing an action plan to control the
problems
• Empowering workers
• Giving feedback to workers

15
Challenges
 Rater errors and bias
• Halo error
• Restriction of range error
• Personal bias
• Comparability
 Liking
 Individual vs. group focus in teams
 Organizational politics
• Rational vs. political
16
Question
 In which sectors are performance appraisals
more rational? Why?
 In which sectors are performance appraisals
more political? Why?

17

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