Human Resource

Management
ELEVENTH EDITION
1
GARY DESSLER

Part 3 | Training and Development

Chapter 9

Performance Management and Appraisal

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
After studying this chapter, you should be able to:

1. Evaluate and improve the appraisal form in Figure 9–1.

2. Describe the appraisal process.
3. Develop, evaluate, and administer at least four
performance appraisal tools.
4. Explain and illustrate the problems to avoid in
appraising performance.
5. List and discuss the pros and cons of six
appraisal methods.
6. Perform an effective appraisal interview.
7. Discuss the pros and cons of using different raters to
appraise a person’s performance.
© 2008 Prentice Hall, Inc. All
rights reserved. 9–2
 Basic Concepts in Performance
Management and Appraisal

Comparing
Performance Appraisal
and
Performance Management

Performance Appraisal: Performance Management:

Setting work standards, assessing
performance, and providing
feedback to employees to motivate,
correct, and continue their
performance.
© 2008 Prentice Hall, Inc. All
rights reserved.
An integrated approach to
ensuring that an employee’s
performance supports and
contributes to the organization’s
strategic aims.
9–3
 Why Performance Management?

Total Quality

The
Perform
Appraisal Issues
ance
Manage
ment Strategic Focus
Approac
h

© 2008 Prentice Hall, Inc. All

rights reserved. 9–4
 Defining the Employee’s Goals
and Work Standards

Guidelines for
Effective Goal Setting

Assign
Assign Assign
Challengi Encourage
Specific Measura
ng but Participatio
Goals ble
Doable n
Goals
Goals

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rights reserved. 9–5
 Using MBO

Setting unclear Time-consuming

objectives appraisal process

Problems with
MBO

Conflict with
subordinates
over objectives
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rights reserved. 9–6
 Appraising Performance:
Problems and Solutions

Potential Rating
Scale Appraisal
Problems

Unclear Halo Central Leniency or

Bias
Standard Effect Tendenc Strictness
s y

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rights reserved. 9–7
 Appraising Performance:
Problems and Solutions (cont’d)

How to Avoid
Appraisal
Problems

Control
Know Use the Train Keep
Outside
Proble Right Supervis a Diary
Influence
ms Tool ors
s

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rights reserved. 9–8
 Who Should Do the Appraising?

Immediate
Self-Rating
Supervisor

Peers
Potential Subordinates
Appraiser
s

Rating 360-Degree
Committ Feedback
ee

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rights reserved. 9–9
 The Appraisal Interview

Satisfactory—Promotable

Satisfactory—Not Promotable
Types of Appraisal
Interviews
Unsatisfactory—Correctable

Unsatisfactory—Uncorrectable

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rights reserved. 9–10
 The Appraisal Interview (cont’d)

Guidelines for
Conducting an Interview

Talk in terms Encourage

Don’t get Don’t tiptoe
of objective the person
personal. around.
work data. to talk.

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rights reserved. 9–11
 KEY TERMS
performance appraisal
performance management
graphic rating scale
alternation ranking method
paired comparison method
forced distribution method
critical incident method
behaviorally anchored
rating
scale (BARS)
© 2008 Prentice Hall, Inc. All
rights reserved.
management by objectives (MBO)
electronic performance monitoring
(EPM)
unclear standards
halo effect
central tendency
strictness/leniency
bias
appraisal interview
9–12