1、Human Resource Management: Gaining a Competitive Advantage,Chapter 7 Performance Management,Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Learning Objectives,Discuss three purposes o
2、f performance management.Identify five criteria for effective performance management systems (pms) .Discuss five approaches to performance management, specific techniques used in each approach, and the way these approaches compare with criteria for effective performance management systems.,8-2,McGra
3、w-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Learning Objectives,Choose the most effective approach to performance measurement for a given situation.Discuss advantages and disadvantages of different sources of performance information.Choose the most effective sources for per
4、formance information.Distinguish types of rating errors and explain how to minimize each in a performance evaluation.Conduct an effective performance feedback session.Identify the cause of a performance problem.,8-3,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Introduct
5、ion,Performance management is the process through which managers ensure that employees activities and outputs are congruent with the organizations goals.Performance Appraisal is the process through which an organization gets information on how well an employee is doing his or her job.Performance Fee
6、dback is the process of providing employees information regarding their performance effectiveness.,8-4,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Performance Management Model,Individual Behaviors,Situational Constraints culture & economic conditions,Individual Attribu
7、tes (skills, abilities),Organizational Strategy long & short term goals&values,Objective Results,8-5,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,3 Purposes of Performance Management,Strategic,Developmental,Administrative,8-6,McGraw-Hill/Irwin 2010 The McGraw-Hill Compa
8、nies, All Rights Reserved CH 8,Recommendations - Developing an Effective Performance Management System,Mirror the corporate culture and values Have visible CEO and senior management support. Focus on the right company performance measures. Link job descriptions to the performance management system.
9、Differentiate performance fairly and effectively. Train managers in performance management. Communicate the total rewards system. Require managers to search, offer and acquire regular performance feedback. Set clear expectations for employee development. Track effectiveness of the performance manage
10、ment system. Adjust the system as required.,8-7,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,5 Performance Measures Criteria,Strategic Congruence,Validity,Reliability,Acceptability,Specificity,8-8,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH
11、8,Comparative Approach,Ranking Simple ranking （简单排序法）ranks employees from highest to lowest performer. Alternation ranking （交替排序法）- crossing off the best and worst employees. Forced distribution （强制分布法） Employees are ranked in groups. Paired comparison （配对比较法） Managers compare every employee with ev
12、ery other employee in the work group.,8-9,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Attribute Approach,Graphic rating scales （图尺度评价法） A list of traits is evaluated by a 5-point rating scale. legally questionable.Mixed-standard scales （混合标准尺度法） define relevant perform
13、ance dimensions develop statements representing good, average, and poor performance along each dimension.,8-10,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Behavioral Approach,Critical incidents approach （关键事件法）- requires managers to keep record of specific examples of
14、effective and ineffective performance.Behaviorally anchored rating scales (BARS) (行为尺度评定量表）Behavioral observation scales (BOS) （行为观察量表）Organizational behavior modification - a formal system of behavioral feedback and reinforcement.Assessment centers - multiple raters evaluate employees performance o
15、n a number of exercises.,8-11,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Results Approach,Management by Objectives top management passes down companys strategic goals to managers to define the goals.Productivity Measurement and Evaluation System (ProMES) goal is to mo
16、tivate employees tohigher levels of productivity.,Goals,Hierarchy,8-12,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Quality Approach,A performance management system designed with a strong quality orientation can: Assess both person and system factors in the measurement
17、system.2. Emphasize managers and employees work together to solve performance problems.3. Involve both internal and external customers in setting standards and measuring performance.4. Use multiple sources to evaluate person and system factors.,8-13,6 Statistical Process Quality Control Techniques,P
18、rocess-flow analysisCause-and-effect diagramsPareto chartControl chartHistogramScattergram,8-14,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,5 Performance Information Sources,Customers,Peers,Self,Subordinates,Managers,8-15,McGraw-Hill/Irwin 2010 The McGraw-Hill Companie
19、s, All Rights Reserved CH 8,5 Performance Measurement Rater Errors,Similar to Me2. Contrast3. Distributional Errors4. Halo and Horns (光圈效应和尖角效应）5. Appraisal Politics,8-16,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Reducing Rater Errors and Politics,Approaches to Reduc
20、ing Rater Error:Rater error training Rater accuracy trainingCalibration Meetings- attended by managers to discuss employee performance ratings.,8-17,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Improve Performance Feedback,Give feedback frequently, not once a year. Crea
21、te the right context for discussion. Ask employees to rate his or her own performance before the session. Encourage the employee to participate. Recognize effective performance through praise. Focus on solving problems. Focus feedback on behavior or results, not on the person. Minimize criticism. Ag
22、ree to specific goals and set progress review date.,8-18,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Employee Characteristics,Performance Standards/ Goals,Feedback,Consequences,Input,5 Factors to Consider When Analyzing Poor Performance (Figure 7.11),8-19,McGraw-Hill/I
23、rwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Managing Performance of Marginal Performers (table 7.13),Solid performers High ability and motivation; provide development Misdirected effort Lack of ability but high motivation; focus on training Underutilizers High ability but lack moti
24、vation; focus on interpersonal abilities Deadwood Low ability and motivation; managerial action, outplacement, demotion, firing.,8-20,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Withstand Legal Scrutiny,Conduct a valid job analysis related to performance. Base system o
25、n specific behaviors or results. Train raters to use system correctly. Review performance ratings and allow for employee appeal. Provide guidance/support for poor performers. Use multiple raters.,8-21,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Performance Management:
26、Electronic Monitoring,Electronic tracking systems include: Hand and fingerprint recognition systems Global positioning systems (GPS) Systems that track employees using handheld computers and cell phonesPotential increased efficiency and productivity benefitsThese systems present privacy concerns.,8-
27、22,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Summary,Measuring and managing performance are key to gaining competitive edge. Performance management systems (PMS) serve strategic, administrative, and developmental purposes. PMS should be evaluated against the criteria
28、 of strategic congruence, validity, reliability, acceptability and specificity.Effective managers need to be aware of the issues involved in determining best methods. feed performance information back to employees take action based on causes for poor performance: ability, motivation or both. be sure that PMS can meet legal scrutiny,8-23,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies, All Rights Reserved CH 8,Assignment Questions,Practice Questions Discussion Questions: 2, 5, 6 and 10,
