Organizational Design Diagnosis and Development Session 22 Human

Objectives • Understanding the components of performance management • Understanding the role of the

Performance Management & Appraisal • Performance management – Defines performance – Facilitates Performance –

Performance Feedback • The appraisal interview – A conversation with a goal – Diminish

Pre Interview Steps • Communicate often • Reflect on your own standards • Encourage

The Interview and After • Encourage participation, • Judge performance, • Be specific, •

Legal & Strategic Issues • Legal issues – Performance appraisal is open to adverse

Motivation & Performance Appraisal • Motivational theories and appraisal – Expectancy theory – Equity

Who Should Diagnose Performance • • • The supervisor Peers Self-appraisal Subordinates Customers 360

Performance Improvement • Performance problems – Actor-observer bias – Direct attention to causes of

Backwards & Forwards • Summing up: We distinguished performance management from performance appraisal, considered

Slides: 11

Download presentation

Organizational Design, Diagnosis, and Development Session 22 Human Resource Interventions, I Performance Management

Objectives • Understanding the components of performance management • Understanding the role of the performance appraisal interview • Appreciating legal and strategic issues in performance appraisal • Understanding the role of performance appraisal in motivation • Understanding how performance appraisal links to continuous improvement

Performance Management & Appraisal • Performance management – Defines performance – Facilitates Performance – Encourages performance • Performance Appraisal – Measures performance – Evaluates performance – Feeds back the evaluation

Performance Feedback • The appraisal interview – A conversation with a goal – Diminish defensive talking & listening • Pre Interview • The interview • Post interview

Pre Interview Steps • Communicate often • Reflect on your own standards • Encourage employee to prepare

The Interview and After • Encourage participation, • Judge performance, • Be specific, • Take a problem solving approach, • Set goals • Follow-up with feedback and communication

Legal & Strategic Issues • Legal issues – Performance appraisal is open to adverse impact – Criteria must be applied equally • Strategic issues – Organizations get what they reward – Need to align strategy with performance management system

Motivation & Performance Appraisal • Motivational theories and appraisal – Expectancy theory – Equity theory • Performance appraisal as an outcome

Who Should Diagnose Performance • • • The supervisor Peers Self-appraisal Subordinates Customers 360 Degree Feedback

Performance Improvement • Performance problems – Actor-observer bias – Direct attention to causes of performance • Developing plans to improve workers – Action plans – Communicate on performance

Backwards & Forwards • Summing up: We distinguished performance management from performance appraisal, considered issues in the evaluation interview, legal and strategic issues, the role of appraisal in motivating workers, and linking appraisal to continuous improvement. • Looking ahead: Next time we conclude human resource interventions with a study of career development.