Human Resource

Management
14th EDITION
1
GARY DESSLER

Chapter 9

PowerPoint Presentation by Charlie Cook

The University of West Alabama
.
 Performance appraisal
means evaluating an
employee’s current
and/or past performance
relative to his or her
performance standards
 Comparing
Performance Appraisal
and
Performance Management

Performance Appraisal: Performance Management:

Setting work standards, assessing
performance, and providing
feedback to employees to
motivate, correct, and continue
their performance.
An integrated approach to
ensuring that an employee’s
performance supports and
contributes to the organization’s
strategic aims.

9–3
 Total Quality

The
Performance
Appraisal Issues
Management
Approach
Strategic Focus

9–4
Immediate
Self-Rating
Supervisor

Peers
Potential Subordinates
Appraisers

Rating 360-Degree
Committee Feedback

9–5
 ACR (Annual  Forced distribution
Confidential Report) method
 Graphic rating scale  Critical Incident
 Alternation Ranking Method
Method  BARS
 Paired Comparison  Management by
Method Objectives
 ACR: Most popular method in
Bangladesh. It has three sections
which will be filled out
sequentially by employee,
supervisor and HR department.
HR will refer to employee file
while judging employees
performance and put together
recommendations to management.

9–7
.
 (BARS) is an appraisal method that combines
the benefits of narrative critical incidents and
quantitative ratings by anchoring a quantified
scale with specific narrative examples of good
and poor performance
 Requires the manager to set
specific measurable goals with
each employee and then
periodically discuss progress
toward these goals
 Set the organization’s goals
 Set departmental goals
 Discuss departmental goals
 Define expected results
 Conduct performance reviews and measure the
results
 Provide feedback
Setting unclear Time-consuming
objectives appraisal process

Problems with
MBO

Conflict with
subordinates over
objectives

9–11
 Lists a number of traits and a range of
performance for each
 Supervisor rates each subordinate by checking
the score that best describes the subordinate’s
performance for each trait
 Ranking employees from best to worst on a
trait
 Alternates between highest and lowest until
all employees to be rated have been
addressed
 Keeping a record of uncommonly good or
undesirable examples of an employee’s
work-related behavior and reviewing it with
the employee at predetermined times
 Helps ensure that the supervisor thinks
about the subordinate’s appraisal all during
the year
 Does not just reflect the employee’s most
recent performance
 Potential Rating
Scale Appraisal
Problems

Unclear Halo Central Leniency or

Bias
Standards Effect Tendency Strictness

9–15
 How to Avoid
Appraisal Problems

Control
Know Use the Train Keep
Outside
Problems Right Tool Supervisors a Diary
Influences

9–16
 Satisfactory—Promotable

Satisfactory—Not Promotable
Types of Appraisal
Interviews
Unsatisfactory—Correctable

Unsatisfactory—Uncorrectable

9–17
 Guidelines for
Conducting an Interview

Talk in terms Encourage

Don’t get Don’t tiptoe
of objective the person to
personal. around.
work data. talk.

9–18
performance appraisal
performance management
graphic rating scale
alternation ranking method
paired comparison method
forced distribution method
critical incident method
behaviorally anchored rating
scale (BARS)
management by objectives (MBO)
electronic performance
monitoring (EPM)
unclear standards
halo effect
central tendency
strictness/leniency
bias
appraisal interview
9–19