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CORE COURSE IN
HUMAN RESOURCE MANAGEMENT IN THE GLOBAL ENVIRONMENT
Academic year
2007 - 2008
Dr. M. Pardo
Performance
Management
Objectives
After studying this unit, you should be able to:
People in my family
Dr. M. Pardo
1
Answer about us
Tom Sue Ellen Arthur Ben Manoli
Assembly Secretary Quality Hairdresser Real estate University
line worker Manager agent lecturer
What does
performance
mean?
Why is it
useful to
measure
his/her
performance?
Who should
be responsible
of rating
his/her
performance?
How would
you measure
his/her
performance?
Dr. M. Pardo
Dr. M. Pardo
Organizational
Strategy
Long & Short
term goals
and values
Individual
Individual
Attributes Individual Objective
Attributes Behaviors Results
(skills,abilities)
(skills,abilities)
Situational
Situational
Constraints
Constraints
--Culture
Culture
--Economic
Economic
conditions
conditions
Dr. M. Pardo
2
Purposes of Performance
Management
Dr. M. Pardo
Performance Measurement
Approaches Results
Results
zz ProMES(productivity
ProMES (productivitymeasurement)
measurement)
zz MBO(management
MBO (managementby byobjectives)
objectives)
Comparative
Comparative
zz ranking
ranking
zz forceddistribution
forced distribution
pairedcomparison
zz paired comparison
Attribute
Attribute
zz graphicrating
graphic ratingscales
scales
zz mixedstandard
mixed standardscales
scales
Behavioral
Behavioral
zz criticalincidents
critical incidents
zz BARS(behaviorally
BARS (behaviorallyanchored
anchoredrating
ratingscales),
scales),
BOS(behavioral
BOS (behavioralobservation
observationscales),
scales),and
and
OBM (organizational behavior modification)
OBM (organizational behavior modification)
assessmentcenters
zz assessment centers
Dr. M. Pardo
3
Comparison of Approaches to
Performance Measurement
Strategic
Congruence Validity Reliability Acceptability Specificity
Comparative
Attribute
Behavioral
Results
Dr. M. Pardo
Doeshe/she
Does he/shehave
havean
anextensive
extensiveknowledge
knowledgeof
ofthe
thejob
jobassessed?
assessed?
Doeshe/she
Does he/shehave
havethe
theopportunity
opportunityto
toobserve
observeemployees
employeesregularly
regularly
andclosely?
and closely?
Ishe/she
Is he/shemotivated
motivatedto
tomake
makeaccurate
accurateratings?
ratings?
Ishis/her
Is his/herfeedback
feedbackstrongly
stronglyrelated
relatedto
toperformance?
performance?
Mighthe/she
Might he/shebe
bebiased?
biased?
Mighthis/her
Might his/herappraisal
appraisalbe
bebetter/worse
better/worseaccepted?
accepted?
Dr. M. Pardo
Errors in Performance
Measurement
Rater Errors
Similar to me
Contrast
Distributional errors
z Leniency How to reduce them:
z Strictness
•Rater Error Training
z Central tendency
•Rater Accuracy Training
Halos / Horns
Unclear standards
Dr. M. Pardo
4
Improving Performance
Feedback
Givefeedback
Give feedbackfrequently
frequently
Createthe
Create theright
rightcontext
contextfor
forthe
thediscussion
discussion
Haveemployee
Have employeedo
doself-evaluation
self-evaluationbefore
beforesession
session
Encourageparticipation
Encourage participationduring
duringsession
session
Praiseeffective
Praise effectiveperformance
performance
Focuson
Focus onsolving
solvingproblems
problems
Focusfeedback
Focus feedbackon
onbehavior
behavioror
orresults
results
Minimizecriticism
Minimize criticism
Setspecific
Set specificgoals
goalsand
andaadate
dateto
toreview
reviewprogress
progress
Dr. M. Pardo