Term
| Appraisal Forms: Nine Major Components |
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Definition
1.Basic Employee Information
2.Signatures |
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Term
| Basic Employee Information |
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Definition
| This Section of the form includes basic employee information such as job title, division, department and other work group information, employee number, and pay grade or salary classification. |
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Term
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Definition
| The final section of the most forms includes a section in which the employee being rated, the rater,and the rater's supervisor provided their signatures to show they have seen and discussed the content of the form. |
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Term
| Accountabilities, objectives, and standards |
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Definition
| If the organization adopts a results approach, this section of the form would include the name and description of each accountability, objectives agreed upon by manager and employee, and the extent to which the objectives have been achieved. |
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Term
| Competencies and Indicators |
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Definition
| If the organization adopts a behavior approach, this section of the form includes a definition of the various competence to be assessed together with their behavioral indicators. |
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Term
| Major Achievements and Contributions |
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Definition
| Some includes a section in which a rater is asked to list the two or three major accomplishments of the individual being rated during the review period. |
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Term
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Definition
| Some forms includes sections to be filled out by other stakeholders, such as customers with whom the employee attracts. |
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Term
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Definition
| Some forms includes sections to be filled out by other stakeholders, such as customers with whom the employee attracts. |
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Term
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Definition
| This section includes reaction and comments provided by the employee being rated. |
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Term
| Developmental Achievements |
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Definition
| This section of the form includes information about the extent to which the development goals set for the reviewed period have been achieved . |
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Term
Developmental
Needs
Plans
Goals |
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Definition
| Is future oriented and includes information about specific goals and timetables in terms of employee development. |
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Term
| Appraisal Forms: Eight Desirable Features |
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Definition
Simplicity
Relevancy
Descriptiveness
Adaptability
Comprehensiveness
Definitional Clarity
Communication
Time Orientation |
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Term
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Definition
| Forms must be easy to understand, easy to administer, quick to complete, clear, and concise. |
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Term
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Definition
| Good forms include information related directly ti the task and responsibilities of the job; otherwise they will be regarded as administrative burden and not as tool for performance. |
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Term
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Definition
| Requires that the raters provided evidence of performance regardless of the performance level. |
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Term
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Definition
| Allow managers in different functions and departments to adapt them to their particular needs and situations. |
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Term
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Definition
| Include all the major areas of performance for a particular position for the entire review period. |
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Term
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Definition
| Desirable competencies and results are clearly defined for all raters so that everyone evaluates the same attributes. |
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Term
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Definition
| The meaning of each of the components of the form must be successfully communicated to all people participating in the evaluation process. |
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Term
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Definition
| Good forms help clarify expectations about performance. They address not only the past but also the future. |
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Term
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Definition
| Consider every aspect of performance Arrive at defensible summary. Basically holistic procedure relies on the ability rater ti arrive at fair and accurate overall score. |
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Term
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Definition
Consider scores assigned to each section
Add weighted scores to obtain overall scores |
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Term
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Definition
Difficult to systematically categorize and analyze
Quality, length, and content vary |
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Term
| Tools to overcome challenges |
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Definition
Computer-aided text analysis (CATA) software
Establish goals of information provided
Training in systematic and standardized rating skills |
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Term
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Definition
| May not provide sufficient opportunity for supervisor/employee discussion |
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Term
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Definition
| occurring every six months or twice a year |
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Term
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Definition
| occurring once every quarter of a year. |
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Term
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Definition
Supervisor doesn't have to fill out forms for all employees at the same time
Can't tie rewards to fiscal year |
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Term
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Definition
Rewards tied to fiscal year
Goals tied to corporate goals
May be burden to supervisor, depending on implementation |
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Term
| Six Types of Formal Meetings (Can Be Combined) |
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Definition
System Inauguration
Self-Appraisal
Classical Performance Review
Merit/Salary Review
Development Plan
Objective Setting |
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Term
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Definition
| A discussion of how the system works and the identification of the requirements and responsibilities resting primarily on the employee supervisor. |
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Term
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Definition
| Involves the employee's assessment of herself. |
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Term
| Classical Performance Review |
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Definition
| During which employee performance is discussed, includes both the perspective of the supervisor and that of the employee. |
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Term
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Definition
| Discusses what, if any, compensation change will result from the period's performance. |
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Term
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Definition
| Discusses employee developmental needs and what steps will be taken so that performance will be improved during the following period. |
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Term
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Definition
| Includes setting goals, both behavioral and results oriented, regarding the following review period. |
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Term
| Who Should Provide Performance Information? |
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Definition
Employees should be involved in selecting
Which sources evaluate
Which performance dimensions
When employees are actively involved
Higher acceptance of results
Perception that system is fair |
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Term
| Who Should Provide Performance Information? |
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Definition
Direct knowledge of employee performance
Supervisors
Peers
Subordinates
Self
Customers |
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Term
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Definition
Can evaluate performance vs. strategic goals
Make decisions about rewards
Able to differentiate among performance dimensions
Viewed as exclusive source in some cultural contexts |
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Term
| Supervisors:Disadvantages |
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Definition
Supervisor may not be able to directly observe performance
Evaluations may be biased |
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Term
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Definition
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Term
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Definition
Possible friendship bias
May be less discriminating
Context effects |
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Term
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Definition
Accurate when used for developmental purposes
Good position to assess some competencies |
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Term
| Subordinates: Disadvantages |
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Definition
Inflated when used for administrative purposes
May fear retaliation (confidentiality is key) |
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Term
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Definition
Increased acceptance of decisions
Decreased defensiveness during appraisal interview
Good position to track activities during review period |
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Term
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Definition
| May be more lenient and biased |
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Term
| Suggestions to improve quality of self-appraisals |
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Definition
Use comparative instead of absolute measurement systems
Allow employees to practice their self-appraisals
Ensure confidentiality
Emphasize the future |
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Term
| Customers (External and Internal):Advantages |
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Definition
| Employees become more focused on meeting customer expectations. |
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Term
| Customers (External and Internal):Disadvantages |
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Definition
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Term
| Disagreement Across Sources |
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Definition
Expect disagreements
Ensure employee receives feedback by source
Assign differential weights to scores by source, depending on importance
Ensure employees take active role in selecting which sources will rate which dimensions |
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Term
| Types of Rating Errors:Intentional errors |
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Definition
Rating inflation
Rating deflation |
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Term
| Types of Rating Errors:Unintentional errors |
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Definition
| Due to complexity of task |
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Term
| Motivations for Rating Inflation |
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Definition
Maximize merit raise/rewards
Encourage employees
Avoid creating written record
Avoid confrontation with employees
Promote undesired employees out of unit
Make manager look good to his/her supervisor |
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Term
| Motivations for Rating Deflation |
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Definition
Shock employees
Teach a lesson
Send a message to employee
Build a written record of poor performance |
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Term
| Reducing Intentional Rating Distortion |
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Definition
Recommendations:
Have raters justify their ratings
Have raters justify their ratings in a face-to-face meeting |
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Term
| Rater Training Programs Should Cover: |
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Definition
Information
Motivation
Identifying, observing, recording and evaluating performance
How to interact with employees when they receive performance information |
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Term
| Information—How the System Works |
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Definition
Reasons for implementing the performance management system
Information on the appraisal form and system mechanics |
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Term
| Motivation—What’s in It for Me? |
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Definition
Benefits of providing accurate ratings
Tools for providing accurate ratings |
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Term
| Identifying, Observing, Recording, and Evaluating Performance |
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Definition
How to identify and rank job activities
How to observe, record, and measure performance
How to minimize rating errors |
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Term
| How to Interact with Employees When They Receive Performance Information |
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Definition
How to conduct an appraisal interview
How to train, counsel, and coach |
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