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EMBA Performance Appraisal

EMBA Performance Appraisal
by

David Allen

on 25 August 2012

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Transcript of EMBA Performance Appraisal

Strategic Performance Appraisal Systems David G. Allen, Ph.D., SPHR
Professor
Department of Management
University of Memphis
dallen@memphis.edu Strategic Choices and Issues

Purpose and Use
Feedback Frequency
Who Should Provide Feedback?
Criteria and Format
Giving Performance Feedback
Social Context Selecting Criteria

Deficiency
Contamination
Distortion
Relevance

Types of Criteria

Subjective trait-based
Subjective behavior and results
Objective behavior and results Supervisors Co-workers Subordinates Customers Self 360 Degree / Multi-Source Feedback OCBs / Contextual Performance? Toxic Managers? Formats / Methods

Narrative Reviews
Critical INcidents
Checklists/Weighted Checklists
Graphic Rating Scales
Behaviorally Anchored Rating Scales
Forced Choice Rating Scales
Comparative Methods
Management By Objectives Appraisal Effectiveness Rater Errors
and Biases Rating
Accuracy Appraisal
Reactions Social Context Bias
Stereotyping

Distributional Errors
- Leniency / Harshness
- Central Tendency
Primacy / Recency Effects
Halo / Horns
Contrast Effects
Attribution Errors Can Sometimes Be Reduced By:
Making Raters Aware of Them
Use of Rating Formats
Rater Training Tips For A Successful Performance Review

Give employee notice
Ask employee to evalute own performance
Pepare for the review
Begin on a positive tone
Explain the format
Make employee aware of uses of results
Discuss other issues separately
Encourage participation
Review performance standards
Praise accomplishments
Highlight performance issues
Focus on the future
Ensure employee understanding
End on a positive note Credibility Is Key
Separate Issues Whenever Possible
Include Positives
Focus On The Future Social Context of Appraisal Environmental
Variables
e.g.
Organization Culture
National Culture
Business Strategy
HR Strategy Process
Variables
e.g.
Feedback Climate
Relationships
Organization Policies
Impression Management
Organization Politics Structural
Variables
e.g.
Performance Standards
Appraisal Training
Appraisal System Features
Frequency of Feedback Rater / Ratee
Behaviors and
Reactions Adapted from Levy & Williams, 2004, Journal of Management Adapted from Levy & Williams, 2004, Journal of Management Adapted from Anthony et al. 2009 Human Resource Management: A Strategic Approach, 6th Ed. Cengage Biases and Perceptual Errors Unconcious Biases
implicit prejudice
in-group favoritism
conflicts of interest
over-claiming credit
Full transcript