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Gathering Performance Information {Lecture Notes}
The document provides a comprehensive overview of performance appraisal processes, including appraisal form characteristics, performance information sources, and rating strategies. It discusses desirable features of appraisal forms, methods to involve employees in the evaluation process, and training programs to prevent rating distortion. The content highlights the importance of accurate ratings and the motivations behind both inflation and deflation of performance ratings.
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Introduction to performance appraisal covering appraisal forms, rater motivation, and training.
Discussion on appraisal forms' components, including employee data, objectives, achievements, and developmental goals.
Highlights key characteristics desirable in appraisal forms such as simplicity, relevance, and clarity.
Explains strategies for determining overall performance ratings and different appraisal periods.
Details on when performance reviews should be conducted based on anniversary and fiscal year timings.
Overview of various formal meetings related to performance reviews including self-appraisals and merit reviews.
Emphasis on employee participation in selecting evaluators and performance dimensions for fairness.
Advantages and disadvantages of various evaluators including supervisors, peers, subordinates, self, and customers.
Discussion on expected disagreements in evaluations and methods to handle feedback and scoring weights.
Outlines intentional and unintentional rating errors impacting performance evaluations.
Explores expected outcomes of rating accuracy versus distortion and motivations behind rating behaviors.
Identifies motivations behind rating inflation to maximize rewards and deflation as a corrective measure.
Focus on rater training programs aimed at minimizing rating inaccuracies through structured education.
Details on content of rater training including process understanding, motivation, performance assessment, and employee interaction.
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Gathering Performance Information {Lecture Notes}
- 1. Herman Aguinis, Universityof Colorado at Denver Gathering Performance Information:Gathering Performance Information: OverviewOverview • Appraisal Forms • Characteristics of Appraisal Forms • Determining Overall Rating • Appraisal Period and Number of Meetings • Who Should Provide Performance Information? • A Model of Rater Motivation • Preventing Rating Distortion through Rater Training Programs
- 2. Herman Aguinis, Universityof Colorado at Denver Major Components of Appraisal FormsMajor Components of Appraisal Forms (1)(1) • Basic Employee Information • Accountabilities, Objectives, and Standards • Competencies and Indicators • Major Achievements and Contributions • Stakeholder Input • Employee Comments • Signatures
- 3. Herman Aguinis, Universityof Colorado at Denver (could(could be included in a separate form)be included in a separate form) • Developmental Achievements • Developmental – Needs – Plans – Goals
- 4. Herman Aguinis, Universityof Colorado at Denver Desirable Features for All Appraisal FormsDesirable Features for All Appraisal Forms • Simplicity • Relevancy • Descriptiveness • Adaptability • Comprehensiveness • Definitional Clarity • Communication • Time Orientation
- 5. Herman Aguinis, Universityof Colorado at Denver Determining Overall RatingDetermining Overall Rating • Judgmental strategy • Mechanical strategy
- 6. Herman Aguinis, Universityof Colorado at Denver Appraisal periodAppraisal period Number of Meetings • Annual • Semi-annual • Quarterly
- 7. Herman Aguinis, Universityof Colorado at Denver When Review Is CompletedWhen Review Is Completed • Anniversary date – Supervisor doesn’t have to fill out forms at 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
- 8. Herman Aguinis, Universityof Colorado at Denver 6 Types of Formal6 Types of Formal MeetingsMeetings (can be combined)(can be combined) • System Inauguration • Self-Appraisal • Classical Performance Review • Merit/Salary Review • Development Plan • Objective Setting
- 9. Herman Aguinis, Universityof Colorado at Denver Who Should Provide PerformanceWho Should Provide Performance Information?Information? 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
- 10. Herman Aguinis, Universityof Colorado at Denver Who Should Provide Performance Information?Who Should Provide Performance Information? Direct knowledge of employee performance • Supervisors • Peers • Subordinates • Self • Customers
- 11. Herman Aguinis, Universityof Colorado at Denver SupervisorsSupervisors • Advantages – Best position to evaluate performance vs. strategic goals – Make decisions about rewards • Disadvantages – Supervisor may not be able to directly observe performance – Evaluations may be biased
- 12. Herman Aguinis, Universityof Colorado at Denver PeersPeers • Advantages – Assess teamwork • Disadvantages – Possible friendship bias – May be less discriminating
- 13. Herman Aguinis, Universityof Colorado at Denver SubordinatesSubordinates • Advantages – Accurate when used for developmental purposes – Good position to assess some competencies • Disadvantages – Inflated when used for administrative purposes – May fear retaliation (confidentiality is key)
- 14. Herman Aguinis, Universityof Colorado at Denver SelfSelf • Advantages – Increased acceptance of decisions – Decreased defensiveness during appraisal interview – Good position to track activities during review period • Disadvantages – May be more lenient and biased
- 15. Herman Aguinis, Universityof Colorado at Denver Customers (external and internal)Customers (external and internal) • Advantages – Employees become more focused on meeting customer expectations • Disadvantages – Time – Money
- 16. Herman Aguinis, Universityof Colorado at Denver Disagreement Across SourcesDisagreement Across Sources • Expect disagreement • Ensure employee receives feedback by source • Assign differential weights to scores by source, depending on importance
- 17. Herman Aguinis, Universityof Colorado at Denver Types of Rating ErrorsTypes of Rating Errors • Intentional errors – Rating inflation – Rating deflation • Unintentional errors – Due to complexity of task
- 18. Herman Aguinis, Universityof Colorado at Denver Expected Positive and Negative Consequences of Rating Accuracy Probability of Experiencing Positive & Negative Consequences Expected Positive and Negative Consequences of Rating Distortion Probability of Experiencing Positive & Negative Consequences Motivation to Provide Accurate Ratings Motivation to Distort Ratings Rating Behavior A Model ofA Model of RaterRater MotivationMotivation
- 19. Herman Aguinis, Universityof Colorado at Denver Motivations for Rating InflationMotivations for Rating Inflation • Maximize merit raise/rewards • Encourage employees • Avoid creating written record • Avoid confrontation with employees • Promote undesired employees out of unit • Make manager look good to his/her supervisor
- 20. Herman Aguinis, Universityof Colorado at Denver Motivations for Rating DeflationMotivations for Rating Deflation • Shock employees • Teach a lesson • Send a message to employee • Build a written record of poor performance
- 21. Herman Aguinis, Universityof Colorado at Denver Prevent Rating Distortion throughPrevent Rating Distortion through Rater Training ProgramsRater Training Programs
- 22. Herman Aguinis, Universityof Colorado at Denver Rater Training Programs should cover:Rater Training Programs should cover: • Information • Motivation • Identifying, observing, recording and evaluating performance • How to interact with employees when they receive performance information
- 23. Herman Aguinis, Universityof Colorado at Denver Information - how the system worksInformation - how the system works • Reasons for implementing the performance management system • Information on the appraisal form and system mechanics
- 24. Herman Aguinis, Universityof Colorado at Denver Motivation – What’s in it for me?Motivation – What’s in it for me? • Benefits of providing accurate ratings • Tools for providing accurate ratings
- 25. Herman Aguinis, Universityof Colorado at Denver Identifying, observing, recording, and evaluatingIdentifying, observing, recording, and evaluating performanceperformance • How to identify and rank job activities • How to observe, record, measure performance • How to minimize rating errors
- 26. Herman Aguinis, Universityof Colorado at Denver How to interact with employeesHow to interact with employees when they receive performance informationwhen they receive performance information • How to conduct an appraisal interview • How to train, counsel, and coach