RecourseManagement美國人力資源管理權(quán)威教輔ppt課件

1、9Performance Management and AppraisalLearning ObjectivesDescribe the appraisal process.Define performance management and discuss how it differs from performance appraisal.Develop, evaluate, and administer at least four performance appraisal tools.Learning Objectives Explain and illustrate the proble

2、ms to avoid in appraising performance. Perform an effective appraisal interview. Explain how to “segment employees for appraisal and reward purposes.Describe the appraisal process.The Basics of Performance Management and AppraisalThe performance appraisal process stepsSets work standardsAssesses per

3、formance Provides feedback to the employeeFigure 9-1 sample evaluation survey Five reasons:Used for pay, promotion, and retention decisionsLinks performance management to company goalsThe manager can correct deficiencies and reinforce strengthsWith appraisals employees can review career plansTrainin

4、g needs are identifiedPerformance Management and AppraisalPay and promotionsPlanningCareer planningTraining and developmentOngoing feedbackTeamwork and changeReviewDefine performance management and discuss how it differs from performance appraisal.Performance management definitionThe continuous proc

5、ess of: Identifying Measuring Developing performance of individuals and teamsAligning performance with the organizations goalsPerformance ManagementPerformance ManagementSix ElementsDirection sharingGoal alignment Ongoing performance monitoringOngoing feedbackCoaching and developmental supportRecogn

6、ition and rewards Information Technology Supports Performance ManagementAssign financial and nonfinancial goalsInform all employees of their goalsUse IT-supported scorecard software Continuously take corrective action IMPROVING PERFORMANCE: HR Practices Around the GlobeGDAS makes products for the mi

7、litary, industrial, and commercial marketsUse scorecard reporting systemTeamDivisionalDefining the Employees Goals and Performance StandardsManager assess:Attaining numerical goalsMeeting quality and quantity criteriaMastering competencies Managers goals are SMART: Specific Measurable AttainableRele

8、vantTimelyIMPROVING PERFORMANCE: HR as a Profit CenterBall Corporation supplies packaging to manufacturers worldwideTrained plant leaders on:How to set performance goals Track daily goal attainment Use scorecardsIMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs1. Should a manager t

9、ell employees what theirgoals are or let them participate in setting the goals?2. Write a short paragraph that addresses the question: “Why is it not a good idea to simply tell employees to do their best when assigning a task?Who Should Do the Appraising?Peer appraisalsRating committeesSelf-ratingsA

10、ppraisal by subordinates360-degree feedbackReviewPerformance managements definition The six basic elementsImproving performance examplesUse IT to automate performance management Performance standards SMART goals ReviewDevelop, evaluate, and administer at least four performance appraisal tools.Techni

11、ques for Appraising PerformanceGraphic rating scale methodWhat to rate?Performance Appraisal ToolsAlternation ranking Paired comparison Forced distribution Critical incident Narrative formsBehaviorally Anchored Rating Scales (BARS)Performance Appraisal ToolsMixed standard scalesManagement by objecti

12、ves (MBO)Computerized and web-based performance appraisalElectronic performance monitoring (EPM)Conversation DaysUsing Multiple MethodsReviewAlternationPairsDistributionIncidentsNarrativesBARSScalesMBOComputerizedEPM Explain and illustrate the problems to avoid in appraising performance.Dealing with

13、 Appraisal Problems and InterviewsPotential appraisal problemsUnclear standardsHalo effectCentral tendencyLeniency or strictnessRecency effectsBiasGuidelines for Effective AppraisalsKnow the problemsUse the right toolKeep a diaryGet agreement on a planEnsure fairnessAppraisals and the lawReviewProbl

14、emsToolsRecordsFairnessLegalEthicsReviewPerform an effective appraisal interview.How to Conduct the Appraisal InterviewPreparePlanCoachBe objectiveHow to Conduct the Appraisal InterviewTypes of appraisal interviewsHow to conduct the appraisal interviewObjective dataDont get personalEncouragementAgre

15、ementManaging the Appraisal InterviewHandling a defensive subordinateCriticizing a subordinateThe formal written warningRealistic appraisalsHow to Conduct the Appraisal InterviewManaging the Appraisal InterviewType of interviewsDefensivenessCriticismWarningsRealismReviewExplain how to “segment emplo

16、yees for appraisal and reward purposes.Talent Management and Employee AppraisalAppraising and Actively Managing EmployeesSegmenting and Actively Managing Employees in PracticeReviewTalent management and employee appraisalSegmenting and actively managing employees in practiceFocus the appraisal on st

17、rategic goal achievement Actions that achieve hotel goalsA performance management system with a focus on competencies and objectivesJob descriptions that include competenciesImproving Performance at The Hotel Paris1. Choose one job, such as front-desk clerk. Based on any information you have (including job descriptions you ma