I. The Purposes of Performance Appraisal
II. Performance Appraisal is subject to many common perceptual errors. P.A. Systems seek to avoid these common errors. - not in book
III. Performance Appraisals frequently fail. Why?
- 1. those resulting from personality conflicts/personal affinities - who
- 2. Time based errors
- a. recency
- b. primacy
- 3. Distribution errors
- a. some judges are lenient
- b. some have central tendencies
- c. some are harsh judges
- 4. Logical errors
- 5. Errors of stereotyping
- 6. Halo effects: may be positive or negative
IV. Establishing Performance Standards - the Criteria of P.A.
- 1. See Fig 9-2
- 2. The subordinate that threw me out of his office.
V. Legal Compliance - what does the book say about this?
- 1. Criteria must be relevant - The Dr. Fox experiments on evaluation of teaching
- 2. Must be adequate - not deficient
- 3. Must be free from contamination - if you don't consider the sales region measuring sales performance by $$, volume is contaminated. Consider ice cream; what about the superlative machinist who is always assigned to the oldest machines because he can fix them when they break?
- 4. Of course they must be reliable
VI. Who appraises?
- If Performance appraisals produce disparate impact?? Then what?? You tell me??
VII. Methods - go to the book.
- 1. Manager
- 2. Manager once or twice removed - what about it?
- 3. Self appraisal! Are you kidding?
- 4. Subordinate Appraisals. What if they are anonymous? What if they're not?
- 5. Peers?
- 6. What about teams?
- 7. And customers?
MIXED-STANDARD page 319
- Positive and negative statements: Judge indicates if ratee is above, equal or below standard description.
- Graphic rating scales
- Ranking method
- Critical Incidents
- define: make a difference in success or failure - - effectiveness
- behavior not traits or inferences,
- e.g. not: employee lacked initiative in getting job done
- G. M. project
- Behavioral Checklist
- Weighted Checklist
- Behaviorally Anchored Rating Scales (BARS)
- Management-by Objectives