Description
Module 09: Introduction
Attached Files:
Chapter 06.pptx (504.762 KB)
In this module, you will explore various data collection options that can be used during the performance management process. Additionally, we will discuss the data collection challenges that often occur during the performance appraisal process. Finally, we will examine the topic of rater biases and errors and focus on how to prevent these issues from occurring.
Learning Outcomes
Evaluate performance appraisal data collection options.
Analyze performance rating biases and explore methods and how to minimize their impact.
Evaluate the input options for data collection and rater accountability.
ReadingsRequired:
Chapter 6 in Performance Management: Performance AnalyticsAwan, S. H., Habib, N., Shoaib Akhtar, C., & Naveed, S. (2020). Effectiveness of performance management system for employee performance through engagement. SAGE Open, 10(4), 2158244020969383.Roepe, L. R. (2022, June 1). 6 ways managers can help employees achieve their performance goals. SHRM.Southekal, P. (2022, April 21). Council post: Key performance indicators (Kpis): The lynchpin in enterprise data analytics. Forbes.
Recommended:Chapter 6 PowerPoint from Performance Management
Module 09: Critical Thinking
Appraisal Tool
The effective evaluation of employee performance depends, to a certain degree, on the tool that is utilized. Based on that statement, in this Critical Thinking Assignment students will create a one-page Performance Management Form that can be used in an organization. To accomplish this task, complete the following:
Choose any organization in Saudi Arabia that you are familiar with, either one you have been employed with or have studied/researched.
Choose an assessment template that you find beneficial/advantageous (note: typing “assessment” or “evaluation” format into Google will bring hundreds of different templates for you to choose). Students can also use one utilized in their current/previous workplace, or one they are familiar with.
Using that template as a guide, create your own assessment tool you would propose to evaluate any employee/position in that organization (for instance, you may choose to evaluate an employee in finance). Be clear about:
The assessment/evaluation criteria important in your review.
The rating categories (e.g., superior, meets expectations, etc.)
An appropriate mix/combination of check-box assessment criteria and short answers.
Please post the assessment template you utilized as a guide along with your own completed assessment tool.
Your form should meet the following structural requirements:
2 pages in length, maximum
No need for in-text citations.
The assessment tool must be your own work, though you may follow the template/outline of those found via Google.
You are strongly encouraged to submit all assignments to the Turnitin Originality Check prior to submitting them to your instructor for grading. If you are unsure how to submit an assignment to the Originality Check tool, review the Turnitin Originality Check Student Guide.Be sure to support any statement made in your form, and cite any statement and/or words/phrases that you are utilizing from other sources.
Unformatted Attachment Preview
6-1
Chapter 6
Performance Analytics
Copyright © 2023 Chicago Business Press
6-2
Overview(1 of 2)
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Components of Appraisal Forms
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Features of Appraisal Forms
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Determining Overall Rating
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Appraisal Period and Number of Meetings
Copyright © 2023 Chicago Business Press
6-3
Overview (2 of 2)
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Who Should Provide Performance Information?
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Understanding Intentional Rating Distortion: A Model of
Rater Motivation
Copyright © 2023 Chicago Business Press
6-4
Company Spotlight
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■
The Gap uses a system called GPS (Grow, Perform,
Succeed) which replaced its traditional performance
ratings approach
Involves
• Monthly “touch base” sessions between supervisors
and direct reports
• Employees have a limited number of goals which
involve behaviors and competencies
• Goals are updated throughout the year and closely
linked to company goals
• However, managers still rank employees
5
Copyright © 2023 Chicago Business Press
Comprehensive Appraisal Forms:
Nine Major Components(1 of 2)
Basic employee information
Accountabilities, objectives and standards
Competencies and behavioral indicators
Major achievements and contributions
Developmental achievements(could be included in a
separate form)
Developmental needs, plans and goals(could be included
in a separate form)
Performance touchpoints
Employee comments
Signatures
6-6
Comprehensive Appraisal Forms:
Nine Major Components(2 of 2)
Simplicity
Relevancy
Descriptiveness
Adaptability
Comprehensiveness
Definitional clarity
Communication
Time orientation
6-7
Determining Overall Rating
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Judgmental strategy
• Consider every aspect of performance
• Arrive at defensible summary
■
Mechanical strategy
• Consider scores assigned to each section
• Add weighted scores to obtain overall scores
Copyright © 2023 Chicago Business Press
6-8
Open-Ended (Comments) Sections
■
Challenges
• Difficult to systematically categorize and analyze
• Quality, length, and content vary
■
Tools to overcome challenges
• Computer-aided text analysis (CATA) software
• Establish goals of information provided
• Training in systematic and standardized rating skills
Copyright © 2023 Chicago Business Press
6-9
Appraisal Period
Number of Meetings
■
Annual
• May not provide sufficient opportunity for
supervisor/employee discussion
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Semi-annual
■
Quarterly
Copyright © 2023 Chicago Business Press
6-10
When Review Is Completed
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Anniversary date
• Supervisor doesn’t have to fill out forms for all
employees at the same time
• Can’t tie rewards to fiscal year
■
Fiscal year
• Rewards tied to fiscal year
• Goals tied to corporate goals
• May be burden to supervisor, depending on
implementation
Copyright © 2023 Chicago Business Press
6-11
Six Types of Formal Meetings
(Can Be Combined)
1.
System Inauguration
2.
Self-Appraisal
3.
Classical Performance Review
4.
Merit/Salary Review
5.
Development Plan
6.
Objective Setting
Copyright © 2023 Chicago Business Press
6-12
Company Spotlight (1 of 2)
■
■
■
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Facebook uses internal software to give employees a
constant flow of feedback.
Employees should never be surprised.
Mitigate drawbacks such as biases, awkwardness, and
waiting too long.
Despite costs and limits, performance reviews help ensure
fairness, transparency, and talent development
13
Copyright © 2023 Chicago Business Press
Who Should Provide Performance
Information? (1 of 2)
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Employees should be involved in selecting
• Which sources evaluate
• Which performance dimensions
■
When employees are actively involved
• Higher acceptance of results
• Perception that system is fair
Copyright © 2023 Chicago Business Press
6-14
Who Should Provide Performance
Information? (2 of 2)
Direct knowledge of employee performance
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Supervisors
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Peers
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Direct reports
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Self
■
Customers
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Employee Performance Monitoring and Big Data
Copyright © 2023 Chicago Business Press
6-15
Supervisors
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Advantages
• Can evaluate performance vs. strategic goals
• Make decisions about rewards
• Able to differentiate among performance dimensions
• Viewed as exclusive source in some cultural contexts
■
Disadvantages
• Supervisor may not be able to directly observe
performance
• Evaluations may be biased
Copyright © 2023 Chicago Business Press
6-16
Peers
■
Advantages
• Assess teamwork
■
Disadvantages
• Possible friendship bias
• May be less discriminating
• Context effects
Copyright © 2023 Chicago Business Press
6-17
Direct Reports
■
Advantages
• Accurate when used for developmental purposes
• Good position to assess some competencies
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Disadvantages
• Inflated when used for administrative purposes
• May fear retaliation (confidentiality is key)
Copyright © 2023 Chicago Business Press
6-18
Self (1 of 2)
■
Advantages
• Increased acceptance of decisions
• Decreased defensiveness during appraisal interview
• Good position to track activities during review period
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Disadvantages
• May be more lenient and biased
Copyright © 2023 Chicago Business Press
6-19
Self (2 of 2)
Suggestions to improve quality of self-appraisals
■
Use comparative instead of absolute measurement
systems
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Allow employees to practice their self-appraisals
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Ensure confidentiality
■
Emphasize the future
Copyright © 2023 Chicago Business Press
6-20
Customers (External and Internal)
■
Advantages
• Employees become more focused on meeting
customer expectations.
■
Disadvantages
• Time
• Money
Copyright © 2023 Chicago Business Press
6-21
Employee Performance Monitoring and
Big Data
■
Advantages
• Can be used to collect information on various
dimensions of performance
■
Disadvantages
• Can result in negative consequences if implemented
incorrectly
Copyright © 2023 Chicago Business Press
6-22
Company Spotlight (2 of 2)
■
■
■
■
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Intermex required employees to download a mobile
application to track client-related employee communication
and travel
The app had to be active 24 hours a day, 7 days a week to
function effectively
When an employee deactivated the app, she fired for
noncompliance
Employee sued Intermex for $500,000
Lesson:
• Critical to consider employee reactions before
implementing employee performance monitoring
systems
Copyright © 2023 Chicago Business Press
6-23
Recommendations to increase chances of
effective employee performance monitoring
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Be Transparent
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Be aware of all potential employee reactions
■
Use it for learning and development
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Restrict use to job-related behaviors and results
Copyright © 2023 Chicago Business Press
6-24
Disagreement Across Sources of
Performance Data
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Expect disagreements
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Ensure employee receives feedback by source
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Assign differential weights to scores by source, depending
on importance
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Ensure employees take active role in selecting which
sources will rate which dimensions
Copyright © 2023 Chicago Business Press
6-25
Understanding Intentional Rating
Distortions: A Model of Rater Motivation
Types of Rating Errors
■
Intentional errors
• Rating inflation
• Rating deflation
■
Unintentional errors
• Due to complexity of task
Copyright © 2023 Chicago Business Press
6-26
Intentional Rating Errors
Influenced by
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Motivation to provide accurate ratings
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Motivation to distort ratings
Motivation is determined by
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Whether rater expects consequences of accurate ratings
Whether probability of receiving rewards or punishments
will be high if accurate ratings are provided
■
Copyright © 2023 Chicago Business Press
6-27
Rating Inflation and Deflation
■
■
Rating Inflation (also called leniency error)
• When raters assign high lenient ratings to most or all
employees
Rating Deflations (also called severity error)
• When raters assign low ratings to most or all
employees
Copyright © 2023 Chicago Business Press
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Motivation for Rating Distortion
Rating Inflation
Rating Deflation
Maximize the merit raise and rewards
Shock employees
Encourage employees
Teach a rebellious employee a lesson
Avoid creating a written record
Send a message that employee should
Avoid a confrontation with employees
Promote undesired employees out of unit
Make manager look good to his or her supervisor
consider leaving
Build a record of poor performance
blank
6-29
Reducing Intentional Rating Distortion
Recommendations:
■
Provide incentives for providing accurate ratings
■
Increase accountabilities
• Have raters justify their ratings
• Have raters justify their ratings in a face-to-face
meeting
Copyright © 2023 Chicago Business Press
6-30
Motivation—What’s in It for Me?
■
Benefits of providing accurate ratings need to outweigh
costs
• Assessing the performance of the supervisor in
implementing and communicating performance
management
• Tools for providing accurate ratings (e.g., training on
how to conduct appraisal interview)
Copyright © 2023 Chicago Business Press
6-31
Quick Review
■
Appraisal Forms
■
Characteristics of Appraisal Forms
■
Determining Overall Rating
■
Appraisal Period and Number of Meetings
■
Who Should Provide Performance Information?
■
Understanding Intentional Rating Distortion: A Model of
Rater Motivation
Copyright © 2023 Chicago Business Press
6-32
Copyright
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
Copyright © 2023 Chicago Business Press
6-33
7/5/23, 11:31 AM
Operations Management
Name
Discussion 25
Description
25 points
Rubric Detail
Levels of Achievement
Criteria
Exceeds
Expectations
Meets
Expectation
Some
Expectations
Unsatisfactory
Quantity
5 to 6 points
3 to 4 points
1 to 2 points
0 to 0 points
Initial post and
two other posts
of substance.
Initial post and
one other post
of substance.
Initial post only.
Did not
participate.
5 to 6 points
3 to 4 points
1 to 2 points
0 to 0 points
Demonstrates
excellent
knowledge of
concepts, skills,
and theories
relevant to the
topic.
Demonstrates
knowledge of
concepts, skills,
and theories.
Demonstrates
satisfactory
knowledge of
concepts, skills,
and theories.
Did not
participate.
5 to 6 points
3 to 4 points
1 to 2 points
0 to 0 points
Discussion
post(s) exceed
expectations in
terms of support
provided and
extend the
discussion.
Discussion
post(s) meet
expectations in
terms of
support
provided.
Statements are
satisfactory in
terms of
support
provided.
Did not
participate.
6 to 7 points
4 to 5 points
1 to 2 points
0 to 0 points
Writing is well
organized, clear,
concise, and
focused; no
errors.
Some significant
but not major
errors or
omissions in
writing
organization,
focus, and
clarity.
Numerous
significant
errors or
omissions in
writing
organization,
focus, and
clarity.
Did not
participate.
Content
Support
Writing
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