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The employee is rated by identifying the core that best describes his or her level of performance for each trait. The Behavioral Anchored Rating Scale (BARS) combines narrative critical incidents with quantified ratings. The performance rating scale is based on a number of traits and a range of performance.
The employee is rated by identifying the core that best describes his or her level of performance for each trait. The Behavioral Anchored Rating Scale (BARS) combines narrative critical incidents with quantified ratings. The performance rating scale is based on a number of traits and a range of performance.
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The employee is rated by identifying the core that best describes his or her level of performance for each trait. The Behavioral Anchored Rating Scale (BARS) combines narrative critical incidents with quantified ratings. The performance rating scale is based on a number of traits and a range of performance.
Hak Cipta:
Attribution Non-Commercial (BY-NC)
Format Tersedia
Unduh sebagai PPT, PDF, TXT atau baca online dari Scribd
range of performance for each. The employee is rated by identifying the core that best describes his or her level of performance for each trait
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Alternation Ranking Method
Ranking employees from best to worst on a
particular trait, choosing highest, then lowest, until all are ranked
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Paired Comparison Method
Ranking employees by making a chart of all
possible pairs of the employees for each trait and indicating which is better employee of the pair
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Forced Distribution Method
Similar to grading on a curve; predetermined
percentages of ratees are placed in various performance categories
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Critical Incident Method
Keeping a record of uncommonly good or
undesirable examples of an employee’s work- related behavior and reviewing it with the employee at predetermined times
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Behavioral Anchored Rating Scale (BARS)
An appraisal method that aims at combining
the benefits of narrative critical incidents and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance
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Steps in BARS • Generate critical incidents • Develop performance dimensions • Reallocate incidents-second group • Scale the incidents-second group rating • Develop a final instrument
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Electronic Performance Monitoring (EPM)
Having supervisors electronically monitor the
amount of computerized data an employee is processing per day, and thereby his or her performance can be recorded
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MBO
Involves setting specific measurable goals
with each employee and then periodically reviewing the progress made
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Steps in MBO • Set the organization's goals • Set departmental goals • Discuss departmental goals • Define expected results • Performance reviews • Provide feedback
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Important Advantages & Disadvantages of Appraisal Tools Tool Advantage Disadvantage Graphic Rating Scale Simple to use: provides a Standards may be unclear; quantitative rating for each halo effect, central employee tendency, leniency, bias can also be problem BARS Provides behavioral Difficult to develop “anchors”. BARS is very accurate Alternation Ranking Simple to use(but not as Can cause disagreements simple as graphic rating among employees and may scale). Avoids central be unfair if all employees tendency and other are, in, fact, excellent problems of rating scales Forced Distribution End up with Employees’ appraisal method predetermined number or results depend on your % of people in each group choice of cutoff points 7/11/2013 FOSTIIMA Business School Cont. 12 Tool Advantage Disadvantage Critical Incident method Helps specify what is Difficult to rate employees “right” and “wrong” about relative to one another the employee’s performance; forces supervisor to evaluate subordinates on an ongoing basis. MBO Tied to jointly agreed-upon Time consuming performance objectives
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Checklist During the Appraisal Interview List Yes No 1. Did you discuss each goal or objective established for this employee 2. Are you and your employee clear on the areas of agreement? disagreement? 3. Did you and your employee cover all positive skills, traits, accomplishments, areas of growth, etc. Did you reinforce the employee’s accomplishments? 4. Did you give employee a sense of what you thought of his or her potential or ability 5. Are you both clear on areas where improvement is required? expected? demanded? Desired? 6. What training or development recommendations did you agree on? 7. Did you indicate consequences for noncompliance, if appropriate? 8. Did you set a time for next evaluation? 7/11/2013 FOSTIIMA Business School 14 Cont. List Yes No 9. Did you set good objectives for the next appraisal period? i) Objective? ii) Specific? iii) Measurable?
10. Did you set a standard to be used for evaluation?
i) Time frame? 11. Did you confirm what your part would be? Did the employee confirm his or her efforts? 12. Did you thank the employee for his or her efforts?
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Some Definitions • Unclear Standards: – An appraisal that is too open to interpretation • Halo Effect: – In performance appraisal that occurs when a supervisor’s rating of a subordinate on one trait biases the rating of that person on other trait • Central Tendency: – A tendency to rate all employees the same, such as rating them all average Cont. 7/11/2013 FOSTIIMA Business School 16 • Strictness/leniency – The problem that occurs when a suprvisor has a tendency to rate all subordinates either high or low • Bias: – The tendency to allow individual differences such as age, race, and sex effect the appraisal ratings employees receive