人力资源管理专业英语2版-张子源课件 07

1CHAPTER

Chapter7

PerformanceManagementandAppraisal

绩效管理与评估

overviewPerformanceisessentiallywhatanemployeedoesordoesnotdo.Employeeperformancecommontomostjobsincludesthefollowingelements:QuantityofoutputQualityofoutputTimelinessofoutputPresenceatworkCooperativenessmainpointsinthischapter7.1IdentifyingandMeasuringEmployeePerformance7.2AppraisingEmployeePerformance7.3MethodsforAppraisingPerformance7.4AppraisalFeedbackInterview7.1IdentifyingandMeasuringEmployeePerformancePerformancemanagementistheprocessbywhichexecutives,managers,andsupervisorsworktoalignemployeeperformancewiththefirm’sgoals.Aneffectiveperformancemanagementprocesshasaprecisedefinitionofexcellentperformance,usesmeasurementsofperformance,andprovidesfeedbacktoemployeesabouttheirperformance.7.1.1TypesofPerformanceInformation

Managersreceivethreedifferenttypesofinformationabouthowemployeesareperformingtheirjobs:Trait-basedinformation

Behavior-basedinformation

Results-basedinformation

7.1.2PerformanceStandardsThedimensionsofperformanceuponwhichanemployeeisevaluatedarecalledthestandardsofappraisal.Examplesincludequalityofwork,quantityofwork,andcostofwork.Aneffectivestandardshouldpossessthefollowingcharacteristics:Reliability

Relevance

Sensitivity

Practicality

7.2AppraisingEmployeePerformancePerformanceappraisal

istheprocessofevaluatinghowwellemployeesperformtheirjobswhencomparedtoasetofstandardsandthencommunicatingthatinformationtothoseemployees.Performanceappraisalisalsocalledperformancereview,performanceevaluation,employeerating,employeeevaluation,orresultsappraisal.7.2.1UsesofPerformanceAppraisal

Formanyorganizations,theprimarygoalofanappraisalsystemistoimproveindividualandorganizationalperformance.Aproperlydesignedperformanceappraisalsystemcanhelpachieveorganizationalobjectivesandenhanceemployeeperformance.Infact,performanceappraisaldataarepotentiallyvaluableforvirtuallyeveryHRfunctionalareaasshownbelow:HumanResourcePlanningRecruitmentandSelectionTrainingandDevelopmentCompensationProgramsInternalEmployeeRelations

7.2.2WhoConductsAppraisals?Performanceappraisalcanbeconductedbyanyonefamiliarwiththeperformanceofindividualemployees:SupervisoryRatingofSubordinatesEmployeeRatingofManagersTeam/PeerRatingsSelf-RatingsOutsideRatersMultisourceRating/360°Feedback7.3MethodsforAppraisingPerformancePerformancecanbeappraisedbyanumberofmethods.Anemployee’sperformancecanbecomparedtothedutiesspelledoutinthejobdescriptionoritcanbecomparedtotheperformanceorresultsofothers.Performancecanalsoberatedagainstexpectedbehaviorsthatshouldbemadeknowninadvance.7.3.1CategoryRatingMethodsThesimplestmethodsforappraisingperformancearecategoryratingmethods,whichrequireamanagertomarkanemployee’slevelofperformanceonaspecificformdividedintocategoriesofperformance.Suchmethodsinclude:GraphicRatingScaleChecklist

7.3.2ComparativeMethodsComparativemethodsrequirethatmanagersdirectlycomparetheperformanceoftheiremployeesagainstoneanother.Comparativemethodsincluderankingandforceddistribution.7.3.3NarrativeMethodsManagersandHRspecialistsarefrequentlyrequiredtoprovidewrittenappraisalinformation.Documentationanddescriptionaretheessenceofthefollowingmethods:criticalincidentessayfieldreview7.3.4Behavioral/ObjectivesMethodsbehavioralratingapproaches

attempttoassessanemployee’sbehaviorsinsteadofothercharacteristics.Someofthedifferentbehavioralapproachesare:

behaviorallyanchoredratingscales(BARS)

behaviorallyobservationscales(BOS)

behavioralexpectationscales(BES).7.3.5ManagementbyObjectives(MBO)Managementbyobjectives(MBO)

specifiestheperformancegoalsthatanindividualandherorhismanageragreetotrytoattainwithinanappropriatelengthoftime.Eachmanagersetsobjectivesderivedfromtheoverallgoalsandobjectivesoftheorganization;however,MBOshouldnotbeadisguisedmeansforasuperiortodictatetheobjectivesofindividualmanagersoremployees.Althoughnotlimitedtotheappraisalofmanagers,MBOismostoftenusedforthispurpose.7.4AppraisalFeedbackInterviewAperformanceappraisalusuallyendswithanappraisalfeedbackinterview,inwhichthesupervisorandsubordinatereviewtheappraisalandmakeplanstoremedydeficienciesandreinforcestrengths.Adequatepreparationandeffectiveimplementationarethereforeessential.PreparingfortheappraisalfeedbackinterviewAdequatepreparationinvolvesthreesteps:First,givethesubordinateenoughnoticetoreviewhisorherwork,andtocompilequestionsandcomments.Next,studyhisorherjobdescription,comparetheemployee’sperformancetohisorherstandards,andreviewthefilesoftheperson’spreviousappraisals.Finally,findamutuallyagreeabletimefortheinterview.Conductingtheappraisalfeedbackinterview

Keepseveralthingsinmindwhenactuallyconductingtheinterview:First,conducttheinterviewinaprivateareawithoutinterruptions.Second,talkintermsofobjectiveworkdata,usingexam