厘清員工表現(xiàn)與performancestandard之間的差距課件

Chapter8

PerformanceAppraisal2023/10/91Chapter8

PerformanceAppraisaPerformanceAppraisalDefinitionFunctionsBasicComponentsPerformanceAppraisalTechniquesPerformanceAppraisalErrorsEffectivePerformanceAppraisalSystemIssues&Conflicts2023/10/92PerformanceAppraisalDefinitioPerformanceAppraisalAmeansfordetermininghowwellyouremployeesisdoinginachievingthecriteriaconsideredessentialforsuccessinhis/herposition.2023/10/93PerformanceAppraisalAmeansfPurposesAdministrationpurposesPayraisePromotionLayoffTraining/developmentpurposesTrainingDevelopment2023/10/94PurposesAdministrationpurposeSetcriteriafornewemployees----------------------“Whatdoesthisjobrequire?”Identifytrainingneeds-------------------------“DoesXneedtraining?”Appraisetrainingeffectiveness------------------------“Doesthistrainingwork?”Dividemeritbudget-------------------------“Whoshouldgethowmuch?”Giveemployeesfeedback-------------------------“HowamIdoing?”Appraiseorganizationeffectiveness--------------------------“Areweachievingourgoals?”Identifyindividualstobelaidofforfired-------------------------“Whoshouldgofirst?”Identifyindividualsforpromotion/transfer--------------------------“Whocandothisjob?”Identifyindividualsforraises,honors---------------------------“Whoshouldberewarded?”UsesofPerformanceAppraisalDataEmployeeAppraisalData2023/10/95SetcriteriaforIdentifytrain1-Establishworkexpectations(JobAnalysis)C

O

A

C

H

I

N

G2-Reviewprogress&reviseworkexpectationasnecessaryObserve,describe&documentperformance3-Completeperformance&developmentappraisalforms4-Conductformalperformanceanddevelopmentappraisaldiscussion&establishdevelopmentplans5-Determinesalaryactions6-Conduct

salarydiscussionsPerformanceAppraisalProcess2023/10/961-EstablishworkexpectationsCEstablishperformancestandardsSetmeasurablegoalsMeasureactualperformanceCompareactualperformancewithstandardsDiscusstheappraisalwiththeemployeeIfnecessary,initiatecorrectiveaction2023/10/97EstablishperformancestandardBenefitsofPATomanagerBuildbettercommunicationShowtheimportanceofmeetingstandardsPinpointtrainingneeds2023/10/98BenefitsofPATomanager2023/1BenefitsofPAToemployeeIdentifytheirstrengthsweaknessIdentifyemployees’contributionstotheorganizationConsiderlong-rangecareerplans2023/10/99BenefitsofPAToemployee2023/BasicComponentsofaPASystemEstablishingPerformanceStandards JobAnalysis/JobDescriptionResults/Behaviors/TraitsMakingPerformanceObservation(datacollection)Productivityrecords:results-orienteddataObservationrating:behavior/trait-orienteddata2023/10/910BasicComponentsofaPASysteBasicComponentsofaPASystem(con’t)MakingPerformanceJudgments(PAtechniques/methods)Individualevaluationmethods(absolutestandards)Multipleemployeeevaluationmethods(relativestandards)PerformanceFeedbackAdministrationdecisionTraining&development2023/10/911BasicComponentsofaPASystePAcriterion績效效標(biāo)Trait-orientedPAcriterion(50’)著重個人特質(zhì)(忠誠，積極)Result-orientedPAcriterion(60’)著重工作的結(jié)果(#ofroomsold,profits)Behavior-orientedPAcriterion(70’)著重於完成工作前所須具備的行為(溝通，規(guī)劃，按時上下班）2023/10/912PAcriterion績效效標(biāo)Trait-orientePerformanceAppraisalTechniquesAnappraisalformatthataskssupervisorstocompareanemployee'sperformancetotheperformanceofotheremployeesdoingthesamejob.RelativeStandards相對標(biāo)準(zhǔn)評估法Anappraisalformatthataskssupervisorstomakejudgmentsaboutanemployee’sperformancebasedsolelyonperformancestandards.AbsoluteStandards絕對標(biāo)準(zhǔn)評估法2023/10/913PerformanceAppraisalTechniquIndividualEvaluationMethods

AbsoluteStandardsEssayAppraisals敘述法CriticalIncidentTechnique重要事件法TraditionalRatingScale傳統(tǒng)評分法BehaviorallyAnchoredRatingScale(BARS)行為定向法ManagementbyObjectives(MBO)2023/10/914IndividualEvaluationMethods

EssayAppraisals敘述法ThesimplestPAmethodRatersanswersomegeneralquestionsaboutemployees’performanceProvidesqualitativedata(屬質(zhì)資料)2023/10/915EssayAppraisals敘述法2023/10/615Example:EssayAppraisals員工是否遵從工作指令?

評論:員工是否準(zhǔn)時完成指派的工作?評論:員工的工作品質(zhì)是否有達到公司要求? 評論:員工是否願意主動承擔(dān)額外的工作量?

評論:員工是否與其他同事維持良好的互動關(guān)係?

評論:2023/10/916Example:EssayAppraisals員工是否遵CriticalIncidentsAppraisals重要事件法Supervisorskeepadiaryaboutemployee’scritical(key)behaviorCriticalincidentscouldbegoodorbad(effectiveorineffective)Providesqualitativedata(屬質(zhì)資料)2023/10/917CriticalIncidentsAppraisalsExample:CriticalIncidentsTechnique

十月二號:小華熱心為視力不佳的客人詳細解說菜單內(nèi)容十月八號:顧客詢問主菜(魚)是於可否用其他方式烹調(diào)，小華沒有詢問廚房就一口回答說不。十月十九日:小華upsell一瓶很貴的wine十月二十八日:小華上班領(lǐng)節(jié)忘了打並且穿白色襪子2023/10/918Example:CriticalIncidentsTeForced-choiceAppraisal強迫選擇法Requireratertochoosebetweentwosimilarstatements(bothgoodorbad)Raterneedstoidentifywhichstatementbestdescribehis/heremployeesProvidesquantitativedata(屬量資料)2023/10/919Forced-choiceAppraisal強迫選擇法2Example:Forced-ChoiceMethod1a.Workshard1b.Worksquickly2a.Isresponsivetocustomers2b.Showsinitiative3a.Producespoorquality3b.LacksgoodworkhabitsInstruction:pleasechooseonestatementthatbestdescribeyouremployeefromeachpairedstatements.2023/10/920Example:Forced-ChoiceMethod1TraditionalRatingTheoldestandmostpopularevaluationmethodShowsboththeperformancedimension(i.e.,workquality)andtheratingscale(i.e.,verygoodtoverybad)Providesquantitativedata(屬量資料)2023/10/921TraditionalRating2023/10/6212023/10/9222023/10/622BehaviorAnchoredRatingScale(BARS)BARS-行為定位法BARS=RatingScale+CriticalIncidentsRatingscalesallowsupervisorto“rates”onemployee’sbehaviorCriticalincidentsprovideclearideaofdesiredandundesiredbehaviorProvidesquantitativedata(屬量資料)2023/10/923BehaviorAnchoredRatingScale2023/10/9242023/10/624MultipleEmployeeEvaluationMethods

RelativeJudgmentRanking排序法依表現(xiàn)高低排序PairedComparison兩兩相比法-兩個兩個進行比較ForcedDistribution強迫分配法-Normaldistribution2023/10/925MultipleEmployeeEvaluationMRankingsandPerformanceLevelsAcrossWorkTeamsActualRankedWork10(High)987654321(Low)RankedWorkRankedWorkMarcos(1)Uma(2)Joyce(3)Bill(4)Richard(5)Jill(1)Tom(2)Sue(3)Greg(4)Ken(5)Frank(1)Julien(2)Lisa(3)Jolie(4)Steve(5)2023/10/926RankingsandPerformanceLevel2023/10/9272023/10/6272023/10/9282023/10/628DevelopingBARSStep1:列出並定義工作的基本構(gòu)面Step2:針對每一構(gòu)面收集criticalincidentsStep3:擬定每一構(gòu)面的高中低績效標(biāo)準(zhǔn)並指派適合的criticalincidentStep4:整合評估2023/10/929DevelopingBARSStep1:列出並定義工作ManagementbyObjective(MBO)Result-orientedAppraisal依據(jù)公司經(jīng)營目標(biāo)，員工充分參與其工作目標(biāo)之制定，達成目標(biāo)的分法，及事後工作成效考核方法(self-appraisal)。FourstepsGoalsettingmeasurableandconsistentateachlevel(Organization,dept.,mger,ee)ActionplanningSelf-controlPeriodicreview2023/10/930ManagementbyObjective(MBO)RMBOEmployeeproposesgoalsEmployeeandmanagerdiscussgoalsandreachanagreementonspecificgoalsEmployeeandmanageragreeonspecificactionplantoattaingoalsbywhenManagerencouragesgoalattainmentinformallyfromtimetotimeAttheendofevaluationperiod,employeesandmanagermeetagaintodiscussresults2023/10/931MBOEmployeeproposesgoals2023MBO優(yōu)EmphasizeontheresultseeparticipatesinsettinggoalswouldincreaseperformanceImprovesupervisor-eerelationship缺Doesn’tworkifmgercan’ttrusteeTime-consumingtosetupgoalswithindividualeeDifficulttomakeacomparisonamongees2023/10/932MBO優(yōu)2023/10/632PA

IssuesofValidityandReliabilityPAValidityPA內(nèi)容需與工作清單或工作說明書一致(performancestandardsmustbebasedonJobAnalysis)績效評估須針對不同的績效構(gòu)面(performancedimension)來進行評估(evaluationshouldbebasedonspecificdimensionsofjob)Performancestandardsshouldbeobjective(公正）andobservable（可觀察）2023/10/933PA

IssuesofValidityandReliPAReliability與員工清楚溝通評估的標(biāo)準(zhǔn)(performancestandardsshouldbecommunicatedtoandunderstoodbytheemployees)進行績效評估的主管需接受訓(xùn)練以避免評估上有誤差產(chǎn)生(Trainevaluatorstoavoidratingerrors)採用多位評估人員以得到較公正的結(jié)果(Usemorethanoneevaluatorwheneverpossible)2023/10/934PAReliability2023/10/634

Leniency

/SeverityError:寬鬆/嚴(yán)厲錯誤CentralTendencyErrors:中央趨勢錯誤SimilarityError:相似性錯誤HaloError:月暈效應(yīng)RecencyErrors:近期效應(yīng)PastAnchoringErrors:受到過去PA結(jié)果影響來評定現(xiàn)在PA結(jié)果Bias/Prejudices:偏見錯誤PA-ProblemswiththeEvaluator2023/10/935

Leniency/SeverityError:寬WhodoesPASupervisor-appraisal主管評量Self-appraisal自我評量Peer-appraisal同齊評量Customer-appraisal顧客評量360degreeappraisal360度全方位評量2023/10/936WhodoesPASupervisor-appraisaWhenThingsGoWrong

(Design&OperatingProblems)PoorDesignImproperperformancecriteriaTechnique(tool)cumbersomeTechnique(tool)time?consumingResistancetowritingordocumentationLackofTopManagementSupportDualPurposeUseAdministrative&developmentuse(coach&judge)Employeecan’ttakenegativefeedbackeasily2023/10/937WhenThingsGoWrong

(Design&EffectivePASystemEstablish&communicateclearperformancestandardUsebehavior-basedmeasuresCombine