1 Procedural Fairness Interpersonal Fairness Distributive Fairness Give

1. 인사평가의 의의와 목적 공정성의 구현과 동기유발 공정성 유형 Procedural Fairness Interpersonal Fairness Distributive Fairness 주요 단계 함의 제도 개발 - Give employees opportunity to participate in development of system - Ensure consistent standards when evaluating different employees 제도 활용 - Timely & complete feedback - Allow employees to challenge the evaluation - Provide feedback in an atmosphere of respect and courtesy 결과 적용 - Communicate expectations regarding performance evaluations and standards - Communicate expectations regarding rewards 6 2 4 Low 1 3 High 분배 공정성 Low 절차 공정성 High

3. 평가대상과 평가주체 동료 평가 (Peer Rating, Appraisal) q 동료 평가의 필요성 - Information richness in flat org. - Advising roles - Eliminating co-op. barriers q 동료 평가의 딜레마 - 역할의 역설 (& career risk) - 집단성과의 역설 - 측정의 역설 - 보상의 역설 q 주요 평가오류 - self-protection and self-enhancement biases - attribution errors - leniency errors 17

3. 평가대상과 평가주체 자기 평가 (Self-Appraisal) Advantage üThe incumbent is probably the best source of information about the quality of job performance. üAssuming that accuracy and truth telling are not punished by the organization or the supervisor, individuals provide extremely accurate data about the quality of their performance. üSelf-appraisal increases the perception of fairness. üAreas where appraiser and appraisee disagree are highlighted. üSelf-appraisal ensures that individuals are fully prepared for the discussion. üThe period spent by the individual doing the self-appraisal may produce valuable insights into personal performance. Disadvantage üIndividuals may be fearful of retribution. üIndividuals may deliberately rate themselves low in order to avoid disagreements with supervisor. üIndividuals may deliberately rate themselves high in order to influence supervisor unduly. üIf substandard performers rate themselves high, they may feel that the supervisor’s rating is a result of bias or prejudice. üIf individuals are required to submit their selfappraisal in advance of the meeting, they may feel that the supervisor has unfairly taken advantage of their self-disclosure. 18

3. 평가대상과 평가주체 360도 피드백 versus 업적평가 360 -Degree Feedback 상급자의 업적평가 • Appraisals are used primarily for development programs. • Appraisals is used primarily for evaluation purposes. • Input is gathered from a variety of sources. • View is generally from one manager. • Feedback allows for testing of behaviors and reliability. • Results are fed back to subordinates for career planning. • Process recognizes the complexity of management and value of all. 22

3. 평가대상과 평가주체 Nike Korea (예) How Frequently we do 360º feedback? § Conduct every other year § Provide Consulting service every year - Dec. 2001 - Mar. 2002 - Mar. 2003 - Dec. 2003 - Mar. 2004 Conduct 360º feedback Feedback report / Consulting / Development Plan Follow up consulting (Development Plan Review) Conduct 360º feedback Feedback report / Consulting / Development plan with trend analysis 23

3. 평가대상과 평가주체 Nike Korea (예) Advantage of 360º Feedback Through the 360º feedback, the participants will be able to; ü Identify his/her current leadership/ communication skills/behavior/strength/ improvement area ü Develop his/her own leadership development plan ü Put the development plan into day by day interactions with others ü Check the improvement status (trend) by regular feedback programs 24

1. 평가도구의 요건과 종류 Rating Schemes Number of Levels Three Advantages Disadvantages Ø한국인의 사고체계와 적합 Ø Managers can easily identify performers who far exceed standards and those who fail completely. Ø Most people end up in the middle category, reducing the emphasis on the rating judgment. Ø Appraisers, given fewer choices, tend to be more consistent. Ø Some jobs are more amenable to pass-fail assessment. Ø The middle category usually connotes ”expected” performance, not “average” performance. 32 Ø It may not allow for fine enough discriminations in performance. Ø The lowest(Unacceptable or Noncontributor) level is rarely used. Ø Managers may unofficially alter the system to provide a category between the top two levels. Ø It does not allow for identifying the truly outstanding 2 to 5 percent. Ø It does not distinguish between those who can improve and those who should be terminated.

1. 평가도구의 요건과 종류 Rating Schemes Number of Levels Four Five Advantages Disadvantages Ø It eliminates a midpoint position, thus eliminating the “average” rating. Ø It provides for sufficiently fine discriminations for most jobs. Ø It may cause an upward shift in appraisal ratings. Ø Managers may resent not being able to rate average performers as such. Ø The lowest level is rarely used. Ø It may not distinguish between those who can improve and those who should be terminated. Ø Most managers believe they are capable of making five-point performance distinctions. Ø It allows for truly outstanding performers to be recognized. Ø It is more consistent with bell curve distribution. Ø It has the highest degree of familiarity and acceptability among appraisers and appraisee. 33 Ø Appraisers may not be able to explain specific differences in performance between levels. Ø The lowest level is rarely used. Ø The middle rating is frequently considered aw representing average or mediocre performance. Ø It may encourage central tendency.

1. 평가도구의 요건과 종류 측정도구의 종류 q 기준관련 방법(Criterion-based Rating Methods) - 행동기준 평가방법 (Behavior Rating Approaches) 종류 : BARS (Behaviorally Anchored Rating Scale) BOS (Behavior Observation Scale) - 업적기준 평가방법 (MBO : Management by Objectives) q 기술방식 측정 방법(Narrative Methods) - 중요사건기술법 (Critical Incidents Method) - 현장조사법 (Field Review) 34

2. 평가도구의 혁신 BARS (예) INTERPERSONAL RELATIONSHIP : TEAMWORK AND COOPERATION Ability to work in harmony with others as a team. Cooperative member of the work group, volunteering to help others when needed. Staff Appraiser Final Does not cooperate with others. Usually difficult to work with. 1 2 1 2 Cooperates reluctantly and only when asked to do so. 3 4 3 4 Has fairly good working relationship with colleagues and is accepted by them. 5 6 5 6 As effective them member. Always helpful and assumes fair share of responsibility. Cooperative. Maintains good working relationship. 7 8 7 8 An excellent team member. Actively promotes teamwork and team spirit. Goes out of his way to cooperate and help others. Well-like and respected by colleagues. 9 10 Comments if score is ≥ 9 or ≤ 2 Score : 37

2. 평가도구의 혁신 BARS 의 장단점 q 장점 - More accurate gauge - Clearer Standards - Independent dimensions - Consistency - Rater-Ratee 수용성 - Provokes good discussion. - Tends to produce immediate performance improvement. 38

2. 평가도구의 혁신 BARS 의 장단점 q 단점 - Issues in securing validity - Difficult to develop appropriate anchors for the central portion - Appraiser to keep an extensive diary of employee behaviors throughout the appraisal period. - Require extensive appraiser training. - 과다한 비용 유발 - 직무변화에 따른 성과기준 변화 - 조직변화에 따른 성과수준 변화 39

3. 평가도구의 선택 Advantages and Disadvantages of Selected Appraisal Tools Advantages Disadvantages Graphic scale Scales are simple to use and provide a quantitative rating for each employee. Standards may be unclear. Ranking is simple to use not as simple as graphic scales. Ranking can cause disagreements among employees and may be unfair if all employees are excellent. Forced distribution Distribution forces a predetermined number of people in each group. Appraisal results depend on the adequacy of your original choice of cutoff points. Critical incidents Tool helps specify what is “right” and “wrong” about the employee’s performance; it forces supervision to evaluate subordinates on an ongoing basis. It may be difficult to rate or rank employees relative to one another. MBO Tool is tied to jointly agreed-upon performance objectives. Tool may be time-consuming to implement. BARS Behavioral “anchors” are very accurate. BARS maybe difficult to develop. 45

3. 평가도구의 선택 평가도구의 활용적합도 중요사건 기술법 행동기준 평가방법 업적기준 평가 방법 강제할당 방법 상대비교 방법 보상/처우 low moderate mixed high 충원 (이동/승진) low moderate mixed high 인적자원계획 low low high Job definition low moderate high low Feedback high moderate low 교육훈련 high mixed low 경력계획 moderate low moderate 46

3. 평가도구의 선택 Appraisal Elements and Organization Value Possible System Elements Evaluation by peers Participative system Self-evaluation Mutual goal setting Mutual defining of job and performance criteria Initiation by employees Hierarchical control One-over-one review Parts of appraisal not shared with employees Job and performance criteria determined by manager Evaluation by supervisors Outcome orientation Goal setting Management by objectives Employees’ involvement Process orientation Behavior rating scales 47

1. 성과관리 프로세스의 단계 Strategy/ Mission/ Vision What Interviewing Feedback Dev. Planning HR Decision How Phrase Ⅰ: Performance Planning Accountability Objectives Standards Competencies Behaviors Phrase Ⅱ: Performance Execution Phrase Ⅳ: Performance Review Phrase Ⅲ: Performance Assessment 51 Coaching Training Development Career Planning Judging Strengths Weakness Situation

4. PhaseⅢ – 평가 실시 가이드라인 q Conduct a valid job analysis related to performance q Rate based on specific behaviors or results q Train raters to use system correctly q Review performance ratings and allow for employee appeal q Provide guidance for poor performers q Use multiple raters 65

5. PhaseⅣ – 성과 리뷰 Conducting Interviews : Behavioral Guidelines 1. Identify purpose of the agenda of the interview 2. Formulate effective questions 3. Develop an interview guide 4. Plan for contingencies 5. Maintain a supportive climate 6. When conducting an interview: - State the interview’s parameters - Follow your guide, but be flexible - Identify closure to the interview with summary and appreciation 7. Record important points from the interview 67

5. PhaseⅣ – 성과 리뷰 Appraisal Interview Hints 68

6. 종합 상사-부하의 의사소통 In the course of the entire performance management cycle, there could be as many as six transactions about performance between the appraiser and the appraisee. § System inauguration § Self-appraisal § Classical performance appraisal § Merit/salary review § Development plan § Objective setting 70

6. 종합 Legal and Effective Performance Appraisals q Performance appraisals and the law - Elements of a legally defensible performance appraisal q Effective performance management - Consistent with organization’s mission - Use as development and administrative tool - Legal and job-related - Viewed as generally fair - Documentation 71

6. 종합 Legal Requirements of Performance Management Systems : Avoiding Discrimination q Absence of evidence that might infer discrimination q Evidence that proves validity of appraisal q Formal evaluation criteria that limit subjective responses q Personal knowledge of and interaction with the rated employee q A review process that prevents one manager from over influencing an employee’s career q Equitable treatment of all employees 72

6. 종합 Documentation q Documents as situations happen. q Maintain balance. q Keep observations job-related and use objective criteria. q Support your observation with facts. q Avoid emotion. q Avoid conclusions. q Remember that others may read your comments. 73