Chapter 11 Performance Management The chapter covers Performance
![Chapter 11 - Performance Management • The chapter covers: • Performance management vs. performance Chapter 11 - Performance Management • The chapter covers: • Performance management vs. performance](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-1.jpg)
![Nature of Performance Management • Performance Management Ø Processes used to identify, encourage, measure, Nature of Performance Management • Performance Management Ø Processes used to identify, encourage, measure,](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-2.jpg)
![Performance Management Linkage Performance Management Linkage](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-3.jpg)
![Difference Between Performance Management and Performance Appraisals • Performance Management Ø Processes used to Difference Between Performance Management and Performance Appraisals • Performance Management Ø Processes used to](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-4.jpg)
![Components of Effective Performance Management Components of Effective Performance Management](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-5.jpg)
![Identifying and Measuring Employee Performance • Performance Ø What an employee does and does Identifying and Measuring Employee Performance • Performance Ø What an employee does and does](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-6.jpg)
![Types of Performance Information Types of Performance Information](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-7.jpg)
![Relevance of Performance Criteria Deficiency Contamination Performance Criteria Overemphasis Relevance of Performance Criteria Deficiency Contamination Performance Criteria Overemphasis](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-8.jpg)
![Performance Standards • Performance Standards Ø Expected levels of performance v Benchmarks, goals, and Performance Standards • Performance Standards Ø Expected levels of performance v Benchmarks, goals, and](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-9.jpg)
![Uses of Performance Appraisal • Performance Appraisal (PA) Ø The process of evaluating how Uses of Performance Appraisal • Performance Appraisal (PA) Ø The process of evaluating how](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-10.jpg)
![Conflicting Uses for Performance Appraisal Conflicting Uses for Performance Appraisal](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-11.jpg)
![Developmental Uses of Performance Appraisal Administering Wages and Salaries Giving Performance Feedback Identifying Strengths Developmental Uses of Performance Appraisal Administering Wages and Salaries Giving Performance Feedback Identifying Strengths](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-12.jpg)
![Uses of Performance Appraisal (cont’d) • Criticisms of Performance Appraisal Ø Focus is too Uses of Performance Appraisal (cont’d) • Criticisms of Performance Appraisal Ø Focus is too](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-13.jpg)
![Typical Division of HR Responsibilities: Performance Appraisal Typical Division of HR Responsibilities: Performance Appraisal](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-14.jpg)
![Who Conducts Appraisals • • • Supervisors who rate their subordinates Employees who rate Who Conducts Appraisals • • • Supervisors who rate their subordinates Employees who rate](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-15.jpg)
![Traditional Performance Appraisal Process Traditional Performance Appraisal Process](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-16.jpg)
![Employee Rating of Managers • Advantages Ø Helps in identifying competent managers Ø Serves Employee Rating of Managers • Advantages Ø Helps in identifying competent managers Ø Serves](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-17.jpg)
![Team/Peer Rating • Advantages Ø Helps improve the performance of lower-rated individuals Ø Peers Team/Peer Rating • Advantages Ø Helps improve the performance of lower-rated individuals Ø Peers](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-18.jpg)
![Multisource Appraisal Multisource Appraisal](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-19.jpg)
![Category Scaling Methods • Graphic Rating Scale Ø A scale that allows the rater Category Scaling Methods • Graphic Rating Scale Ø A scale that allows the rater](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-20.jpg)
![Sample Performance Appraisal Form Sample Performance Appraisal Form](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-21.jpg)
![Terms Defining Standards at One Company Terms Defining Standards at One Company](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-22.jpg)
![Behavioral/Objective Methods • Behavioral Rating Approach Ø Assesses employees’ behaviors instead of other characteristics Behavioral/Objective Methods • Behavioral Rating Approach Ø Assesses employees’ behaviors instead of other characteristics](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-23.jpg)
![Behaviorally-Anchored Rating Scale (BARS) for Customer Service Skills Behaviorally-Anchored Rating Scale (BARS) for Customer Service Skills](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-24.jpg)
![Category Rating Methods (cont’d) • Checklists Ø A performance appraisal tool that uses a Category Rating Methods (cont’d) • Checklists Ø A performance appraisal tool that uses a](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-25.jpg)
![Comparative Methods • Ranking Ø A listing of all employees from highest to lowest Comparative Methods • Ranking Ø A listing of all employees from highest to lowest](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-26.jpg)
![Comparative Methods (cont’d) • Forced Distribution Ø Performance appraisal method in which ratings of Comparative Methods (cont’d) • Forced Distribution Ø Performance appraisal method in which ratings of](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-27.jpg)
![Forced Distribution on a Bell-Shaped Curve Figure 11– 11 Forced Distribution on a Bell-Shaped Curve Figure 11– 11](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-28.jpg)
![Narrative Methods • Critical Incident Ø Manager keeps a written record of highly favorable Narrative Methods • Critical Incident Ø Manager keeps a written record of highly favorable](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-29.jpg)
![Narrative Methods (cont’d) • Essay Ø Manager writes a short essay describing an employee’s Narrative Methods (cont’d) • Essay Ø Manager writes a short essay describing an employee’s](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-30.jpg)
![Management by Objectives (MBO) • Management by Objectives Ø Specifying the performance goals that Management by Objectives (MBO) • Management by Objectives Ø Specifying the performance goals that](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-31.jpg)
![The MBO Process Job Review and Agreement Development of Performance Standards Objective Setting Continuing The MBO Process Job Review and Agreement Development of Performance Standards Objective Setting Continuing](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-32.jpg)
![Training of Managers and Employees • Appraisal Training Topics: Ø Appraisal process and timing Training of Managers and Employees • Appraisal Training Topics: Ø Appraisal process and timing](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-33.jpg)
![Common Rater Errors Common Rater Errors](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-34.jpg)
![Appraisal Interview Hints Appraisal Interview Hints](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-35.jpg)
![Feedback as a System Evaluation of Data Feedback System Action Based on Evaluation Feedback as a System Evaluation of Data Feedback System Action Based on Evaluation](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-36.jpg)
![Training of Managers and Employees (cont’d) • Effective Performance Management Systems (PMS) are: Ø Training of Managers and Employees (cont’d) • Effective Performance Management Systems (PMS) are: Ø](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-37.jpg)
- Slides: 37
![Chapter 11 Performance Management The chapter covers Performance management vs performance Chapter 11 - Performance Management • The chapter covers: • Performance management vs. performance](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-1.jpg)
Chapter 11 - Performance Management • The chapter covers: • Performance management vs. performance appraisal • What is performance? (What? How well? ) • Who conducts appraisals? • Methods of appraising performance • Training of managers and employees • Feedback
![Nature of Performance Management Performance Management Ø Processes used to identify encourage measure Nature of Performance Management • Performance Management Ø Processes used to identify, encourage, measure,](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-2.jpg)
Nature of Performance Management • Performance Management Ø Processes used to identify, encourage, measure, evaluate, improve, and reward employee performance v Provide v Clarify information to employees about their performance. organizational performance expectations. v Identify the development steps that are needed to enhance employee performance. v Document v Provide performance for personnel actions. rewards for achieving performance objectives.
![Performance Management Linkage Performance Management Linkage](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-3.jpg)
Performance Management Linkage
![Difference Between Performance Management and Performance Appraisals Performance Management Ø Processes used to Difference Between Performance Management and Performance Appraisals • Performance Management Ø Processes used to](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-4.jpg)
Difference Between Performance Management and Performance Appraisals • Performance Management Ø Processes used to identify, encourage, measure, evaluate, improve, and reward employee performance. • Performance Appraisal Ø The process of evaluating how well employees perform their jobs and then communicating that information to the employees.
![Components of Effective Performance Management Components of Effective Performance Management](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-5.jpg)
Components of Effective Performance Management
![Identifying and Measuring Employee Performance Performance Ø What an employee does and does Identifying and Measuring Employee Performance • Performance Ø What an employee does and does](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-6.jpg)
Identifying and Measuring Employee Performance • Performance Ø What an employee does and does not do. v Quantity of output • Quality of output v Timeliness of output • Presence at work v Cooperativeness • Job Criteria Ø Important elements in a given job
![Types of Performance Information Types of Performance Information](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-7.jpg)
Types of Performance Information
![Relevance of Performance Criteria Deficiency Contamination Performance Criteria Overemphasis Relevance of Performance Criteria Deficiency Contamination Performance Criteria Overemphasis](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-8.jpg)
Relevance of Performance Criteria Deficiency Contamination Performance Criteria Overemphasis
![Performance Standards Performance Standards Ø Expected levels of performance v Benchmarks goals and Performance Standards • Performance Standards Ø Expected levels of performance v Benchmarks, goals, and](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-9.jpg)
Performance Standards • Performance Standards Ø Expected levels of performance v Benchmarks, goals, and targets Ø Characteristics of well-defined standards v Realistic v Measurable v Clearly understood
![Uses of Performance Appraisal Performance Appraisal PA Ø The process of evaluating how Uses of Performance Appraisal • Performance Appraisal (PA) Ø The process of evaluating how](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-10.jpg)
Uses of Performance Appraisal • Performance Appraisal (PA) Ø The process of evaluating how well employees perform their jobs when compared to a set of standards, and then communicating the information to employees. Ø Informal Appraisal v Day-to-day contacts, largely undocumented Ø Systematic Appraisal v Formal contact at regular time intervals, usually documented
![Conflicting Uses for Performance Appraisal Conflicting Uses for Performance Appraisal](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-11.jpg)
Conflicting Uses for Performance Appraisal
![Developmental Uses of Performance Appraisal Administering Wages and Salaries Giving Performance Feedback Identifying Strengths Developmental Uses of Performance Appraisal Administering Wages and Salaries Giving Performance Feedback Identifying Strengths](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-12.jpg)
Developmental Uses of Performance Appraisal Administering Wages and Salaries Giving Performance Feedback Identifying Strengths and Weaknesses
![Uses of Performance Appraisal contd Criticisms of Performance Appraisal Ø Focus is too Uses of Performance Appraisal (cont’d) • Criticisms of Performance Appraisal Ø Focus is too](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-13.jpg)
Uses of Performance Appraisal (cont’d) • Criticisms of Performance Appraisal Ø Focus is too much on the individual and does little to develop employees. Ø Employees and supervisors believe the appraisal process is seriously flawed. Ø Appraisals are inconsistent, short-term oriented, subjective, and useful only at the extremes of performance.
![Typical Division of HR Responsibilities Performance Appraisal Typical Division of HR Responsibilities: Performance Appraisal](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-14.jpg)
Typical Division of HR Responsibilities: Performance Appraisal
![Who Conducts Appraisals Supervisors who rate their subordinates Employees who rate Who Conducts Appraisals • • • Supervisors who rate their subordinates Employees who rate](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-15.jpg)
Who Conducts Appraisals • • • Supervisors who rate their subordinates Employees who rate their supervisors Team members who rate each other Employees’ self-appraisal Outside sources rating employees Multisource (360° feedback) appraisal
![Traditional Performance Appraisal Process Traditional Performance Appraisal Process](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-16.jpg)
Traditional Performance Appraisal Process
![Employee Rating of Managers Advantages Ø Helps in identifying competent managers Ø Serves Employee Rating of Managers • Advantages Ø Helps in identifying competent managers Ø Serves](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-17.jpg)
Employee Rating of Managers • Advantages Ø Helps in identifying competent managers Ø Serves to make managers more responsive to employees Ø Can contribute to the career development of managers • Disadvantages Ø Negative reactions by managers to employee ratings Ø Subordinates’ fear of reprisals may inhibit them from giving realistic (negative) ratings Ø Ratings are useful only for self-improvement purposes
![TeamPeer Rating Advantages Ø Helps improve the performance of lowerrated individuals Ø Peers Team/Peer Rating • Advantages Ø Helps improve the performance of lower-rated individuals Ø Peers](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-18.jpg)
Team/Peer Rating • Advantages Ø Helps improve the performance of lower-rated individuals Ø Peers have opportunity to observe other peers. Ø Peer appraisals focus on individual contributions to teamwork and team performance. • Disadvantages Ø Can negatively affect working relationships. Ø Can create difficulties for managers in determining individual performance. Ø Organizational use of individual performance appraisals can hinder the development of teamwork
![Multisource Appraisal Multisource Appraisal](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-19.jpg)
Multisource Appraisal
![Category Scaling Methods Graphic Rating Scale Ø A scale that allows the rater Category Scaling Methods • Graphic Rating Scale Ø A scale that allows the rater](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-20.jpg)
Category Scaling Methods • Graphic Rating Scale Ø A scale that allows the rater to indicate an employee’s performance on a continuum of job behaviors. Ø Aspects of performance measured: v Descriptive categories, job duties, and behavioral dimensions v Behavioral rating scales (e. g. , BARS) Ø Drawbacks v Restrictions on the range of possible rater responses v Differences in the interpretations of the meanings of scale items and scale ranges by raters v Poorly designed scales that encourage rater errors v Rating form deficiencies limit effectiveness of the appraisal
![Sample Performance Appraisal Form Sample Performance Appraisal Form](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-21.jpg)
Sample Performance Appraisal Form
![Terms Defining Standards at One Company Terms Defining Standards at One Company](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-22.jpg)
Terms Defining Standards at One Company
![BehavioralObjective Methods Behavioral Rating Approach Ø Assesses employees behaviors instead of other characteristics Behavioral/Objective Methods • Behavioral Rating Approach Ø Assesses employees’ behaviors instead of other characteristics](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-23.jpg)
Behavioral/Objective Methods • Behavioral Rating Approach Ø Assesses employees’ behaviors instead of other characteristics Ø Consists of a series of scales created by: v Identifying important job dimensions v Creating statements describing a range of desired and undesirable behaviors (anchors) Ø Types of behavioral scales v Behaviorally anchored rating scales (BARS) v Behavioral observation scales (BOS) v Behavioral expectation scales (BES)
![BehaviorallyAnchored Rating Scale BARS for Customer Service Skills Behaviorally-Anchored Rating Scale (BARS) for Customer Service Skills](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-24.jpg)
Behaviorally-Anchored Rating Scale (BARS) for Customer Service Skills
![Category Rating Methods contd Checklists Ø A performance appraisal tool that uses a Category Rating Methods (cont’d) • Checklists Ø A performance appraisal tool that uses a](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-25.jpg)
Category Rating Methods (cont’d) • Checklists Ø A performance appraisal tool that uses a list of statements or work behaviors that are checked by raters. v Can be quantified by applying weights to individual checklist items. Ø Drawbacks v Interpretation of item meanings by raters v Weighting creates problems in appraisal interpretation v Assignment of weights to items by persons other than the raters
![Comparative Methods Ranking Ø A listing of all employees from highest to lowest Comparative Methods • Ranking Ø A listing of all employees from highest to lowest](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-26.jpg)
Comparative Methods • Ranking Ø A listing of all employees from highest to lowest in performance. Ø Drawbacks v Does not show size of differences in performance between employees v Implies that lowest-ranked employees are unsatisfactory performers. v Becomes an unwieldy process if the group to be ranked is large.
![Comparative Methods contd Forced Distribution Ø Performance appraisal method in which ratings of Comparative Methods (cont’d) • Forced Distribution Ø Performance appraisal method in which ratings of](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-27.jpg)
Comparative Methods (cont’d) • Forced Distribution Ø Performance appraisal method in which ratings of employees are distributed along a bell-shaped curve. Ø Drawbacks v Assumes a normal distribution of performance. v Resistance by managers to placing individuals in the lowest or highest groups. v Providing explanation for placement in a higher or lower grouping can be difficult. v Is not readily applicable to small groups of employees.
![Forced Distribution on a BellShaped Curve Figure 11 11 Forced Distribution on a Bell-Shaped Curve Figure 11– 11](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-28.jpg)
Forced Distribution on a Bell-Shaped Curve Figure 11– 11
![Narrative Methods Critical Incident Ø Manager keeps a written record of highly favorable Narrative Methods • Critical Incident Ø Manager keeps a written record of highly favorable](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-29.jpg)
Narrative Methods • Critical Incident Ø Manager keeps a written record of highly favorable and unfavorable employee actions. Ø Drawbacks v Variations in how managers define a “critical incident” v Time involved in documenting employee actions v Most employee actions are not observed and may become different if observed v Employee concerns about manager’s “black books”
![Narrative Methods contd Essay Ø Manager writes a short essay describing an employees Narrative Methods (cont’d) • Essay Ø Manager writes a short essay describing an employee’s](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-30.jpg)
Narrative Methods (cont’d) • Essay Ø Manager writes a short essay describing an employee’s performance. Ø Drawback v Depends on the managers’ writing skills and their ability to express themselves.
![Management by Objectives MBO Management by Objectives Ø Specifying the performance goals that Management by Objectives (MBO) • Management by Objectives Ø Specifying the performance goals that](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-31.jpg)
Management by Objectives (MBO) • Management by Objectives Ø Specifying the performance goals that an individual and his or her manager agree the employee will to try to attain within an appropriate length of time. • Key MBO Ideas Ø Employee involvement creates higher levels of commitment and performance. Ø Encourages employees to work effectively toward achieving desired results. Ø Performance measures should be measurable and should define results.
![The MBO Process Job Review and Agreement Development of Performance Standards Objective Setting Continuing The MBO Process Job Review and Agreement Development of Performance Standards Objective Setting Continuing](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-32.jpg)
The MBO Process Job Review and Agreement Development of Performance Standards Objective Setting Continuing Performance Discussions
![Training of Managers and Employees Appraisal Training Topics Ø Appraisal process and timing Training of Managers and Employees • Appraisal Training Topics: Ø Appraisal process and timing](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-33.jpg)
Training of Managers and Employees • Appraisal Training Topics: Ø Appraisal process and timing Ø Performance criteria and job standards that should be considered Ø How to communicate positive and negative feedback Ø When and how to discuss training and development goals Ø Conducting and discussing the compensation review Ø How to avoid common rating errors
![Common Rater Errors Common Rater Errors](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-34.jpg)
Common Rater Errors
![Appraisal Interview Hints Appraisal Interview Hints](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-35.jpg)
Appraisal Interview Hints
![Feedback as a System Evaluation of Data Feedback System Action Based on Evaluation Feedback as a System Evaluation of Data Feedback System Action Based on Evaluation](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-36.jpg)
Feedback as a System Evaluation of Data Feedback System Action Based on Evaluation
![Training of Managers and Employees contd Effective Performance Management Systems PMS are Ø Training of Managers and Employees (cont’d) • Effective Performance Management Systems (PMS) are: Ø](https://slidetodoc.com/presentation_image_h/a2e7e651ab315c22b292b698b456a126/image-37.jpg)
Training of Managers and Employees (cont’d) • Effective Performance Management Systems (PMS) are: Ø Consistent with the strategic mission of the organization Ø Beneficial as development tool Ø Useful as an administrative tool Ø Legal and job-related Ø Viewed as generally fair by employees Ø Effective in documenting employee performance
Performance budget covers
Behaviorally anchored rating scale
Performance levels
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