1、Assessment and Development of HRM for HT,1.Identify the major determinants of individual performance.2.Discuss the three general purposes of performance management.Identify the five criteria for effective performance management.Discuss the four approaches to performance, the specific techniques used
2、 in each approach, and the way these approaches compare with the criteria for effective performance management systems.5.Choose the most effective performance measurement approach for a given situation.,6.Discuss the advantages and disadvantages of the different sources of performance information.7.
3、Choose the most effective source(s) for performance information for any situation.8.Distinguish types of rating errors and explain how to minimize each in a performance evaluation.9.Identify characteristics of a performance measurement system that follows legal guidelines. 10.Conduct an effective pe
4、rformance feedback session.,SituationalConstraints- Culture- Economic conditions,ObjectiveResults,Individual Attributes(skills,abilities),IndividualBehaviors,OrganizationalStrategy,Long & Shortterm goals and values,An Organizational Model of Performance Management,The purposes are:StrategicAdministr
5、ativeDevelopmental,Purposes of Performance Management,Purposes of Performance Management,Performance Appraisal,PURPOSE:,BASIS FORCOMPARISON :,APPRAISALTECHNIQUE :,ROLE OFMANAGER :,Developmental,Administrative,Improve Performance,Information for:pay increasespromotionsterminations,Absolute Standard,R
6、elative Standard,Results - OrientedBARS,Rating Scale,Counselor,Judge,Strategic CongruenceValidityReliabilityAcceptabilitySpecificity,Performance Measures Criteria,Job Performance Measure:Contamination, Validity and Deficiency,Job PerformanceMeasure,Actual Job Performance,Contamination,Validity,Defic
7、iency,Acceptability,Affected by Three Categories of Perceived Fairness,Procedural,Interpersonal,Outcome,Performance Measurement Approaches,Comparativerankingforced distributionpaired comparisonAttributegraphic rating scalesmixed standard scalesBehavioralcritical incidentsBARS, BOS, and OBMassessment
8、 centersResultsMBO_ ProMESThe Quality Approach,Approaches to Measuring Performance,Comparison of Approaches to Performance Measurement,Approach,StrategicCongruence,Validity,Reliability,Acceptability,Specificity,Comparative,Attribute,Behavioral,Results,TQM,poor,Low,Low,very low,very low,Low,Modest,Mo
9、dest,moderate,good,very high,high,high,high,high,high,high,high,high,high,high,very high,high,very high,poor,WHO: Source for Performance Measures,SupervisorsPeersSubordinatesSelfCustomers,Errors in Performance Measurement,Rater ErrorsSimilar to meContrastDistributional errorsHalos / Horns,Reducing R
10、ater Error,Two Approaches:Rater Error TrainingRater Accuracy Training,Improving Performance Feedback,Give feedback frequentlyCreate the right context for the discussionHave employee do self-evaluation before sessionEncourage participation during sessionPraise effective performanceFocus on solving pr
11、oblemsFocus feedback on behavior or resultsMinimize criticismSet specific goals and a date to review progress,Managing the Performance of Marginal Employees,Solid Performershigh ability and motivationmanagers should provide development opportunitiesMisdirected Effortlack of ability but high motivati
12、onmanagers should provide skill development activities such as trainingUnderutilizershigh ability but lack motivationmanagers need to consider actions that focus on interpersonal problems or incentivesDeadwoodlow ability and motivationmanagerial action, outplacement, demotion, firing.,Legal Requirem
13、ents ofPerformance Management Systems,Conduct a valid job analysis related to performanceBase system on specific behaviors or resultsTrain raters to use system correctlyReview performance ratings and allow for employee appealProvide guidance / support for poor performersUse multiple raters,Equity Theory on Payment,OUTCOMEINPUTS,the same,more or less,?,OUTCOMEINPUTS,Pay, benefits,opportunities, etc.,effort, ability,experience etc.,
