Gathering Performance Information Overview n n Appraisal Forms

Gathering Performance Information: Overview n n Appraisal Forms Characteristics of Appraisal Forms Determining Overall Rating Appraisal Period and Number of Meetings

Overview (continued) n n n Who Should Provide Performance Information? A Model of Rater Motivation Preventing Rating Distortion through Rater Training Programs

Appraisal Forms: 9 Major Components 1. Basic Employee Information 2. Signatures

Appraisal Forms: 9 Major Components (continued) 3. 4. 5. Accountabilities, Objectives, and Standards Competencies and Indicators Major Achievements and Contributions 6. Stakeholder Input 7. Employee Comments

Appraisal Forms: 9 Major Components (continued) (These could be included in a separate form) 8. 9. Developmental Achievements Developmental • Needs • Plans • Goals

Appraisal Forms: 8 Desirable Features 1. 2. 3. 4. Simplicity Relevancy Descriptiveness Adaptability

Appraisal Forms: 8 Desirable Features (continued) 5. 6. 7. 8. Comprehensiveness Definitional Clarity Communication Time Orientation

Determining Overall Rating n Judgmental strategy n Mechanical strategy

Appraisal period Number of Meetings • Annual • Semi-annual • Quarterly

When Review Is Completed n Anniversary date • Supervisor doesn’t have to fill out forms at same time • Can’t tie rewards to fiscal year n Fiscal year • Rewards tied to fiscal year • Goals tied to corporate goals • May be burden to supervisor, depending on implementation

6 Types of Formal Meetings (can be combined) • • • System Inauguration Self-Appraisal Classical Performance Review Merit/Salary Review Development Plan Objective Setting

Who Should Provide Performance Information? Employees should be involved in selecting n Which sources evaluate n Which performance dimensions When employees are actively involved n Higher acceptance of results n Perception that system is fair

Who Should Provide Performance Information? Direct knowledge of employee performance n n n Supervisors Peers Subordinates Self Customers

Supervisors n Advantages • Best position to evaluate performance vs. strategic goals • Make decisions about rewards • Able to differentiate among performance dimensions n Disadvantages • Supervisor may not be able to directly observe performance • Evaluations may be biased

Peers n Advantages • Assess teamwork n Disadvantages • Possible friendship bias • May be less discriminating • Context effects

Subordinates n Advantages • Accurate when used for developmental purposes • Good position to assess some competencies n Disadvantages • Inflated when used for administrative purposes • May fear retaliation (confidentiality is key)

Self n Advantages • Increased acceptance of decisions • Decreased defensiveness during appraisal interview • Good position to track activities during review period n Disadvantages • May be more lenient and biased

Customers (external and internal) n Advantages • Employees become more focused on meeting customer expectations n Disadvantages • Time • Money

Disagreement Across Sources n n Expect disagreement Ensure employee receives feedback by source Assign differential weights to scores by source, depending on importance Ensure employees take active role in selecting which sources will rate which dimensions

Types of Rating Errors n Intentional errors • Rating inflation • Rating deflation n Unintentional errors • Due to complexity of task

A Model of Rater Motivation Expected Positive and Negative Consequences of Rating Accuracy Motivation to Provide Accurate Ratings Probability of Experiencing Positive and Negative Consequences Rating Behavior Expected Positive and Negative Consequences of Rating Distortion Probability of Experiencing Positive and Negative Consequences Motivation to Distort Ratings Adapted from Murphy, K. R. , & Cleveland, J. N. (1995)

Motivations for Rating Inflation • • • Maximize merit raise/rewards Encourage employees Avoid creating written record Avoid confrontation with employees Promote undesired employees out of unit Make manager look good to his/her supervisor

Motivations for Rating Deflation • • Shock employees Teach a lesson Send a message to employee Build a written record of poor performance

Preventing Rating Distortion through Rater Training Programs

Rater Training Programs should cover: n n Information Motivation Identifying, observing, recording and evaluating performance How to interact with employees when they receive performance information

Information - how the system works n n Reasons for implementing the performance management system Information on the appraisal form and system mechanics

Motivation – What’s in it for me? • Benefits of providing accurate ratings • Tools for providing accurate ratings

Identifying, observing, recording, and evaluating performance n n n How to identify and rank job activities How to observe, record, measure performance How to minimize rating errors

How to interact with employees when they receive performance information n n How to conduct an appraisal interview How to train, counsel, and coach

Quick Review n n n n Appraisal Forms Characteristics of Appraisal Forms Determining Overall Rating Appraisal Period and Number of Meetings Who Should Provide Performance Information? A Model of Rater Motivation Preventing Rating Distortion through Rater Training Programs