2005 Prentice Hall Inc. All rights reserved.PowerPoint Presentation by Charlie Cook The University of West Alabamat e n t h e d i t i o nGary DesslerGary DesslerChapterChapter 9 9Part Part 3 3 Training and Development Training and DevelopmentPerformance Management and AppraisalAfter studying this chapter, After studying this chapter, you should be able to:you should be able to:Describe the appraisal process. Develop, evaluate, and administer at least four performance appraisal tools. Explain and illustrate the problems to avoid in appraising performance. List and discuss the pros and cons of six appraisal methods. Perform an effective appraisal interview. Discuss the pros and cons of using different raters to appraise a persons performance.* * 2005 Prentice Hall Inc. All rights reserved. 2005 Prentice Hall Inc. All rights reserved.992 2Comparing Performance Appraisal and Performance Management p.310Performance appraisal Evaluating an employees current and/or past performance relative to his or her performance standards. Performance managementThe process employers use to make sure employees are working toward organizational goals.3 2005 Prentice Hall Inc. All rights reserved.Classroom Teaching Appraisal By Students p.311Figure 91 Source: Richard I. Miller, Evaluating Faculty for Promotional and Tenure (San Francisco: Jossey-Bass Publishers, 1987), pp. 164165. Copyright 1987, Jossey-Bass Inc., Publishers. All rights reserved. Reprinted with permission.4 2005 Prentice Hall Inc. All rights reserved.The Components of an Effective Performance Management Process p.312 Direction sharing Role clarification Goal alignment Developmental goal setting Ongoing performance monitoring Ongoing feedback Coaching and support Performance assessment (appraisal) Rewards, recognition, and compensation Workflow and process control and returnFigure 92 5 2005 Prentice Hall Inc. All rights reserved.Why Performance Management? P.310Increasing use by employers of performance management reflects:The popularity of the total quality management (TQM) concepts. The belief that traditional performance appraisals are often not just useless but counterproductive. The necessity in todays globally competitive industrial environment for every employees efforts to focus on helping the company to achieve its strategic goals.6 2005 Prentice Hall Inc. All rights reserved.Continuous improvement 连续性提高 p.311A management philosophy that requires employers to continuously set and relentlessly meet ever-higher quality, cost, delivery, and availability goals by:Eradicating(去除） the seven wastes: overproduction, defective products, and unnecessary downtime, transportation, processing costs, motion, and inventory.Requiring each employee to continuously improve his or her own personal performance, from one appraisal period to the next.7 2005 Prentice Hall Inc. All rights reserved.Defining Goals and Work Efforts 员工工作目标与 努力程度的界定 p.312 Guidelines for effective goals 有效目标设定的原则Assign specific goals Assign measurable goals Assign challenging but doable goals Encourage participation SMART goals are: Specific, and clearly state the desired results. Measurable in answering “how much.” Attainable, and not too tough or too easy. Relevant to whats to be achieved. Timely in reflecting deadlines and milestones.8 2005 Prentice Hall Inc. All rights reserved.An Introduction to Appraising Performance p.313Why appraise performance?Appraisals play an integral role in the employers performance management process. Appraisals help in planning for correcting deficiencies and reinforce things done correctly. Appraisals, in identifying employee strengths and weaknesses, are useful for career planning Appraisals affect the employers salary raise decisions.9 2005 Prentice Hall Inc. All rights reserved.Realistic Appraisals 实事求是的评估 p.314Motivations for soft (less-than-candid) appraisals 委婉评估The fear of having to hire and train someone new The unpleasant reaction of the appraisee A company appraisal process thats not conducive to candor Hazards of giving soft appraisals Employee loses the chance to improve before being forced to change jobs. Lawsuits arising from dismissals involving inaccurate performance appraisals.10 2005 Prentice Hall Inc. All rights reserved.Performance Appraisal Roles p.314SupervisorsUsually do the actual appraising. Must be familiar with basic appraisal techniques. Must understand and avoid problems that can cripple appraisals. Must know how to conduct appraisals fairly.11 2005 Prentice Hall Inc. All rights reserved.Performance Appraisal Roles (contd) p.314HR departmentServes a policy-making and advisory role. Provides advice and assistance regarding the appraisal tool to use. Prepares forms and procedures and insists that all departments use them. Responsible for training supervisors to