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Carla Mazzitelli

on 5 October 2012

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Transcript of HRMG202: PM

Case Study 7-1 : Implementing a PM communication Plan at Accounting, Inc. HRMG202: Implementing a Performance Management System Several measures can be used to monitor and evaluate the system Training programs for the aquisition of required skills Helps to gain employee acceptance for the PM system because it gives them security Appeals Process Cognitive Biases The more knowledge that is communicated to employees the greater employees will accept and be satisfied Communication Plan involves implementing a replica of the system into the company Evalate Accounting, Inc. communication plan Accounting, Inc. is a consulting and accounting firm Case Study 7:1 First step in the implementation was development of a set of core competencies used to evaluate employees Employees were asked through an email to define what core competencies ment to them and give descriptions And how these competencies play out in their specific position The company held meetings, handed out frequently asked questions sheets They placed posters detailing how these core competencies were related to the organisation strategic priorities The communication plan of Accounting, Inc. detailed: how the PM system worked, how raters where chosen, performance feedback is used and other details This information also detailed expected benefits to employees and responsibilities regarding the system A good communication plan answers the following questions : What is Performance Management? How does performance management fit into our strategy? What's in it for me? How does it work? What are my responsibilities? How is performance management related to other initiatives Selection exposure Selective perception Selective retention expose our minds only to ideas with which we already agree to perceive a piece of information to mean what we want it to mean even though it may mean the total opposite To remember only information in which we agree Appeals process gives employees the ability to question two types of issues: Administrative & Judgmental Judgemental: validity of Performance evaluation Administrative: policies & procedures were followed Level 1 or Level A Appeal: There are two levels of appeal: Involves the HR department Level 2 or Level B Appeal Involves a panel of peers & managers Decision is not binding Make the final binding decision a list of definitions of typical errors whether intentional or unintentional that will be made by raters Rater error Training: Tanisha Dawking : S00120019 Carla Mazzitelli: S00119442 A typical FOR training includes the following steps Frame of Referencing Training (FOR) Aimed at minimizing unintentional errors that could take place Behavioral Observation Training Is aimed at improving a raters confidence in their ability to manage performance Self-Leadership Training 1. Raters evaluate the performance of 3 employees on 3 different dimensions 2. Raters are given an appraisal form and reads it out load for each of the dimensions and scale anchors 3. The trainer discusses the various employee behavior that illustrates different performance levels 4. Participants are shown videotapes of practice vignette 5. Raters share their findings with the group and discuss them 6. Trainers provide feedback to participants Below are some typical errors that could be made: Similar-to-me-error Leniency Error Severity error Negativity error Spillover error First impression When a person is similar to the rater in some way, such as attitude, preference, personality Gives high performance ratings to all or most of their employees When a rater deliberately gives low ratings to all or most of their employees When raters place more weight on negative information rather than positive or neutral information When raters are influenced by previous scores achieved by an employee When a rater makes an favorable or unfavorable judgement about an employee focuses on how raters, observe, store, recall, and use information about performance One skills that could be taught involves showing raters how to use observational aids through notes or diaries Helps them record a pre-established number of behaviors on each performance dimension Using diaries and notes standardise the observation of behavior and record critical incidents serving as a memory aid. Helps to make necessary adjustments and revision It involves meeting with supervisors & employees to gather performance data, develop plans and provide feedback Everyone maintains a detailed record of what worked, improvements needed & what needs to be added or taken away Strengths; allows companies to make corrections now rather than later resulting in cuts costs and lowest the failure rate A pilot test involves a considerably large group of managers are placed together who To become a participant they must have reviewed a virtual preview before deciding to join Pilot Testing Ongoing Monitoring & evaluation Assess the number of individuals to be evaluated Distribute performance ratings Assess the quality of information Assess the quality of performance discussion meetings Evaluate overall cost/benefit ratio or return on investment Establish the unit-level and organization -level performance Training is everything- Mark Twain does it answer all the questions we mentioned in the COmmunication plan? Designing a self-leadership training involves the following steps: Observe and record existing beliefs and assumptions Analyse the functionality and constructiveness of the beliefs, self-talk and imagery patterns Identifying more constructive beliefs and assumptions, self-verbalisation, and mental imagery to substitute for dsyfunctional ones Substiutue the more functional thinking of the dsyfunctional thoughts experienced in actual situation Continue to monitoring and maintaining beliefs and assumptions, self-verbalisation, and mental imagery over time Any questions unanswered? how would you provide answers to the unanswered question
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