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PERFORMANCE
MANAGEMENT
AND FEEDBACK
Performance Management and Feedback
10–2
10–3
Training and Development
10–4
Who Evaluates?
10–5
Perceptual Errors of Raters
• Halo Effect
– Rater allows a single trait, outcome or consideration to
influence other measures of performance.
• Stereotyping
– Rater makes performance judgments based on employee’s
personal characteristics rather than the employee’s actual
performance.
• Recency Error
– Recent events and behaviors of the employee bias the rater’s
evaluation of the employee’s overall performance.
10–6
Perceptual Errors of Raters (cont’d)
10–7
What to Evaluate?
• Traits Measures
– Are an assessment of how the employee fits with the
organization’s culture, not what the employee actually does.
• Behavior-based measures
– Focus on what an employee does correctly and what the
employee should do differently.
• Results-based measures
– Focus is on accomplishments or outcomes that can be
measured objectively. Problems occur when results
measures are difficult to obtain, outside employee control, or
ignore the means by which the results were obtained.
10–8
How to Evaluate?
• Absolute Measurement
– Employees are all measured strictly by absolute performance
requirements or standards of their jobs.
• Relative Assessment
– Employees are measured against other employees and
ranked on their distance from the next higher to the next
lower performing employee.
– Ranking allows for comparison of employees but does not
shed light on the distribution of employee performance.
10–9
Measures of Evaluation
10–10
10–11
10–12
10–13
Behavioral Observation Scale (BOS)
10–14
Performance Management Systems Guidelines
10–16
Reading 10.1:
Has 360 Degree Feedback Gone Amok?
10–17