美国教授在华为某知名高校MBA学生准备的人力资源讲义2.ppt

Performance Evaluation:Keeping Employees on Target,Douglas Allen,Ph.D.Daniels College of BusinessUniversity of Denver,Purposes of Performance Appraisal,Developmental vs.AssessmentDetermining payProviding feedback to employeesReinforcing good performanceCorrecting poor performanceBenchmarking performance over timeDocumenting problem behaviorIncreasing employee retentionImproving employee accountability,Problems withPerformance Appraisal,Time consumingIs not seen as a high priorityRequires subjective as well as objective analysisOften involves the delivery of bad newsCan cause loss of face,Two Approaches to Performance Appraisal,Formal,fixed intervalInformal,continuous,Formal Performance Appraisal,Fixed intervalWrittenPart of employees permanent fileSummarizes and documents what has taken place through the informal day-to-day PA process.Critical for legal purposes,“Quantitative”Approaches to Performance Appraisal,Graphic rating scaleBehaviorally anchored rating scales(BARS)Alternation rankingForced distribution,Graphic Rating Scale,Behaviorally Anchored Rating Scale,Cashier:Customer ServiceKnows prices of most items,greets many customers by name,is courteous to all customers,can direct customer to correct aisle for a given product,bags items effectively,provides accurate change.Knows some prices,uses cash register effectively,greets most customers,tries to be helpful to customers,gives out accurate change.Is sometimes rude to customers,does not know prices,is unable to quickly offer change,At breaktime,may shut down lane when customers are waiting.,Alternation Ranking,Forced Distribution,“Qualitative”Approaches to Performance Appraisal,Critical incidentNarrative formsBest to use mixed methodologies!,From Luna 1 to Apollo 11,Providing midcourse feedback in real time.,Informal Performance Appraisal,Regular-even daily feedback to employeesMay or may not be writtenServes as the backbone of the PA systemAllows for midcourse correction in“real time”Eliminates surprises during the formal PA,2+2=High Performance,Two compliments and two suggestionsIn person or in writingSupervisor to employeeEmployee to supervisorPeer feedback,Spirit of 2+2,JoyHelpfulnessEncouragementSincere concern for employeesCelebrate success!,Secrets of 2+2,Provide feedback in a timely fashionBalance compliments and suggestions for improvementFocus feedback on the highest priority areasSupport feedback with specific examplesReinforce feedback with appropriate follow-up,Timeliness,Feedback must be given regularly.The closer feedback can be given to the time the behavior occurs,the better.Time feedback for when a recipient is most likely to be open minded about it.Take care to offer feedback in an appropriate setting.,Balance,Balance compliments and suggestions to:Reinforce employee strengths as well as suggesting changesProvide intrinsic reward through recognitionEnhance credibility,Focus,Focus compliments and suggestions to:Reinforce and encourage constructive behaviorSuggest priority areas for change and improvementProvide a simple agenda for accountabilityReduce ambiguity,Specificity,Support feedback with examples ofbehavior which:Highlight specific incidentsRepresent the issue at handAre timed for maximum impact,Follow-up,Set follow-up to:Assess progress after an appropriate intervalDetermine if agreed course of action is workingReinforce improvementOutline further need for change,