San Diego State University Management Essay

1
ASSIGN 2 PERFORMANCE ESSAY
Assign # 2 – Performance Management Essay
PERS1301 Human Resources Management
Professor Ehlert
Student Name # student number
Due Date: Friday, November 20th
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ASSIGN 2 PERFORMANCE ESSAY
Performance Management Essay
•
Introduction – in this first paragraph write introduce to purpose of this essay.
Part 1 – The Performance Appraisal Interview Review
In this section summarize the poor performance appraisal attitude and conduct of Dr.
Yarrish in video one. Discuss from your perspective what why this was poor and the impact on
the employee.
In this section summarize the good performance appraisal attitude and behaviors of Dr.
Yarrish in video 2.
Not citations required in this section of the essay needed.
The length of this section should be a page.
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ASSIGN 2 PERFORMANCE ESSAY
Part 2 – Performance Appraisal Interview Recommendations
In this section start with an introductory sentence letting the reader know that this section
of the essay will be discussing best practices for conducting a performance appraisal interview
using research.
In this first section of the essay there will be a discussion on key communication
recommendations when conducting an appraisal interview. The first recommendations is to
make sure that the manager conducts the interview so that it is fair and unbiased, all employees
should be treated in the same manner (Dessler, Chhinzer, Gannon, 2019). Research has shown
that when employees believe that the process is unfair, this has been linked to formal
discrimination complaint filings (Rubin & Edwards, 2020). One way to improve the overall
fairness of a performance appraisal is to use an objective performance appraisal tool (Monster,
n.d.).
This section should have citations.
Fact (Author’s last name, Year of publication).
Unknown author and unknown publication date (Title of article, n.d.).
A citation is the author’s name and date of publication from the article or books or
website you found the information.
Conclusion
In this essay, summaries key points you made in the essay from Part 1 and Part 2.
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ASSIGN 2 PERFORMANCE ESSAY
References
Dessler, Chhinzer, Gannon, (2019). Management of human resources. Toronto: Pearson.
Monster. (n.d.). Effective performance reviews. Retrieved from
https://hiring.monster.ca/employer-resources/workforce-management/employeeperformance-management/employee-performance-reviews-canada/
Rubin, E. V., & Edwards, A. (2020). The performance of performance appraisal systems:
Understanding the linkage between appraisal structure and appraisal discrimination
complaints. The International Journal of Human Resource Management, 31(15), 19381957.
Minimum of four sources /citations in your essay.
Alphabetical order
What is performance management?
• The process encompassing all activities related to improving employee performance, productivity, and
effectiveness
What is performance appraisal?
• It is a formal, relatively infrequent process in which an employee’s performance is evaluated along a
predetermined set of criteria that is quantified via a formal performance score.
This purpose of this assignment is to help you to understand what the best practices are related to
conducting a performance appraisal interview.
The Performance Appraisal Interview
Typically, performance appraisals take place once a year. Normally data is collected about an employee
over the course of the year, which is kept in them employee file. The employee’s manager will use the
information that was collected on the employee’s performance for the year, and using a performance
appraisal instrument, the manager will give the employee a rating and feedback. The manager will meet
with the employee to show them the appraisal instrument, discuss the rating and information that led
to that rating. The purpose of the discussion is for manager and employee to reflect on past
performance for the purpose of improving future performance.
There is a wrong way and a right way for managers to conduct a performance appraisal interview with
their staff. Please watch the two videos:
Video 1 – Dr. Karen Yarrish – performance appraisal -poor
(279) Dr. Karen Yarrish – Poor Performance Evaluation – YouTube
Video 2 – Dr. Karen Yarrish performance appraisal – better
(279) Dr. Karen Yarrish – Better Performance Evaluation – YouTube
Assignment Directions:
Part 1: Performance Appraisal Interview Video Review
Once you have watch video 1 and video 2, you are required to write an essay. In the first section of the
essay, you are to outline in detail, the actions and language of the manager of performance appraisal
interview from (video 1 Dr. Karen Yarrish – Poor Performance Evaluation), and its impact on the
employee. In the next section, outline in detail the actions and language of the manager when they
conducted the performance appraisal interview with the employee a second time (video 2 Dr. Karen
Yarrish – Better Performance Evaluation). What are the impacts and what further recommendations can
you make so that the performance appraisal interview is more successful?
Part 2: Performance Appraisal Interview Recommendations
The second part of the essay requires you to complete some addition research. Review chapter 7
“Performance Management”, as well, consult books or articles on the Niagara College library, or articles
on the internet on best practices for conducting performance appraisal interviews. Remember this
section requires you to do research, so you need to include a reference page, and in-text citations,
otherwise your paper will be considered plagiarized and could get a grade of zero. Responses in both
sections should be written essay style, the paper must include an introduction and a conclusion. See
page 3 for formatting instructions.
ESSAY FORMATTING INSTRUCTIONS Essay length: 4-5 pages, double spaced (plus cover page and
reference page)
Font size: 12 point font
Font style: times new roman
Document must have page numbering, upper top right corner, beginning with title page.
Running header title, on each page of document, type “ASSIGN 2 PERFORMANCE MGMT” in the upper
left-hand corner in capital letters. See above.
Essay must have the following:
Title page, should include: name, student number, course name (Pers1301 Human Resources
Management), title, assignment name, date of submission
Reference page, should have proper APA formatting: lists all sources consulted for essay, references
must be in alphabetical order
In-text Citations: In part 2 (Best Practices) you cannot write what you think is best practices; you write
recommendations based on the information you have researched.
•
•
•
That means in-text citations in the body of your paper.
Citations are formatted: (Author(s)’ name, Year of publication).
Consult Purdue’s APA Writing Lab on proper APA formatting:
https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_format
ting_and_style_guide/general_format.htm
Assignment Grading Rubric Tool:
Basic
65 and
below
Fair 65- 75
Good 76- 85
Proficient 85 Criteri a Value
100
Limited detail or
analysis, offers
only a few
Review of Video
examples of best
1 – Appraisal
practices and
Interview
evidence from
video to support
points
Limited detail or
analysis, offers
only a few
Review of Video
examples of best
1 – Appraisal
practices and
Interview
evidence from
video to support
points
Provides limited
recommendati on
for best practices
for conducting
performance
review. No
Recommendatio evidence of
ns of Best
research, other
Practices
than online
sources. No
attempt to use
multiple sources.
Or not from peer
review or trade
publications.
Organization,
grammar, spelling,
and fluency needs
Writing Style
to be improved,
there were
multiple issues.
Writing style
Some detail but
limited analysis,
offers some of
examples of best
practices and
evidence given from
video to support
points
Some detail but
limited analysis,
offers some of
examples of best
practices and
evidence given from
video to support
points
A few fair
recommendatio ns
of best practices for
conducting
performance
appraisal. Use a few
sources of evidence
to support points.
Sources are either
not always cited, or
do not come from
peer review journals
or credible trade
publications
Good detail and
Thorough and detail
analysis, offers a
analysis, offers a
many of examples multiple of examples
of best practices,
of best practices,
/15
evidence given from evidence given from
video to supporting video to support
points
points
Good detail and
Thorough and detail
analysis, offers a
analysis, offers a
many of examples multiple of examples
of best practices,
of best practices,
/15
evidence given from evidence given from
video to support
video to support
points
points.
Several Good
recommendatio ns
of best practices for
conducting a
performance
appraisal. Use
multiple sources of
evidence to support
recommendatio ns.
Many are from peer
review or credible
trade publications.
Limited organization;
Good organization
lacks either an
with introduction,
introduction or
conclusion,
conclusion or week
connections
transitions, many
between sections.
grammar, syntax,
Generally good
and
spelling errors.
grammar, syntax,
interferes with the
Issues with word
and spelling. Good
clarity of the message. choice and fluency word choice and
to writing
fluency to writing
Limited attempt to
Fair APA formatting: Good APA
format essay using APA Includes a reference formatting: Includes
APA
guidelines and
page, title page,
a reference page,
formatting
formatting directions. is intext citations all title page, intext
absences of intext
with several errors citations all with
Several Strong
recommendatio ns
of best practices for
conducting a
performance
appraisal interview.
Uses many different /30
sources of evidence
to support
recommendatio ns.
Sources come from
peer reviewed
articles. Are all cited.
Excellent
organization with
introduction,
conclusion, and
/20
connections
between sections.
Proficient
grammar, syntax, and
spelling. Strong word
choice and fluency to
writing.
Proficient APA
formatting: Includes
a reference page,
/20
title page, page
numbering, in- text
citations, or improperly in formatting.
formatted, and issues
with references
/100
only minor errors in citations all properly
formatting.
formatted.
Managing Performance
Week 8
Chapter 8
LEARNING OUTCOMES
1) What is performance management
2) What are performance evaluations
3) Recognize the importance and purpose of performance
management
4) Types of performance measures
5) Issues in performance reviews
6) How to conduct an effective performance review
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PERFORMANCE MANAGEMENT SYSTEM
What formal actions/systems can you
take or set up to help improve
the performance of your staff?
Performance Management
Systems
Components of a performance management
system:
1) Job descriptions
2) Policies and procedures
3) Performance Appraisal Reviews
4) Coaching
5) Training and development
6) Employee discipline
Employee Coaching
• What do athletic coaches do?
Employee Coaching
• What do athletic coaches do?
• Instruct & teach
• Encourage &
motivate
• Celebrate
What is Employee Coaching?
• EMPLOYEE
COACHING
means
• supporting
employees
• with the tools
and support
needed
• to be successful
in their jobs.
Performance Evaluations
• Otherwise referred to as a
performance appraisal,
• A career developmental discussion,
or review is a method by which an
employee’s job performance is
documented and evaluated
• Review information can come from
customers, manager, peers, and
employee (360 review)
• Conducted by manager or
supervisor
The
Performance
Management
Process
Define
Define the performance expectations
Provide
Provide ongoing feedback and coaching
Conduct
Conduct performance appraisals and
evaluation discussions
Determine Determine rewards and consequences
Conduct
Conduct development and career
opportunities
Why do you think we do performance
evaluations?
Copyright © 2014 by Nelson Education Ltd.
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PURPOSES OF
PERFORMANCE MANAGEMENT
Administrative:
• Maintain employee records
• Legal record & defense of termination
decisions
• Compensation: pay raises or bonuses
• Evaluate progress for future roles or training
potential
Developmental:
• Set performance expectations (goals)
• Coach to improve performance
• Manage misconduct (discipline)
• Identify employee strengths and weakness
help to develop them for future roles
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Types of Performance Appraisals
1)
2)
3)
4)
5)
Ranking
Forced distribution
Behavioural Anchored Rating Scale
Behavioural Observation Rating Scale
Management by objectives
Performance Appraisal
Ranking Method
• Knowledgeable individuals evaluate employee
performance putting them into a rank order
• Weakest to strongest – hierarchy
• When? Few bonuses available
• Cons
NHL HOCKEY DRAFT
RANK PLAYERS _ COMPENSATION
• Win-lose
• Creates a competitive environment
Performance Appraisal
Forced Distribution Method
• Knowledgeable individuals evaluate employee
performance and distributes them into preset
performance categories
• A Players 20
• B Players 70
• C Players 10 (terminate)
Jack Welch
General Electric
Vitality Curve
Slim down workforce
Increase efficiency
Performance appraisal
behavioural observation scale (bos)
• Similar to BARS
• An appraisal system that
measures the frequency
of an observed behavior
• Provides a numerical
score for performance
• More objective
(quantitative)
Performance appraisal
Behavioral Anchored Rating Scale
• List of traits and degree levels
of performance of those traits
• Supervisors rate employees
using scale
• Merit pay paid out based on
rating
• Most widely used
• Simple
• Low cost
Performance Appraisal
Management-By-Objectives
• Employee sets goals – ALIGNED
to organizational goals
• Supervisor coaches employee to
goals, provides support resources
• Good for high involvement
management strategy
• Merit pay given if employee
meets goals
Performance Appraisal Raters
•
•
•
•
•
Self
Supervisor – most common
Peer
Customer
Sub-ordinate
360
Rating
Best Practices with 360 Rating Systems
❑ Standardized form with traits and rating scales
❑ All parties rate employee
❑ Drop highest and lowest score
❑ If rater is more than 40% discrepant – drop
❑ More credible – peer pressure motivates
Types of Performance Appraisal
Results
Satisfactory –
promotable
Satisfactory –
not
promotable
Unsatisfactory
– correctable
or not
Coaching
Possible
Outcomes of
Performance
Appraisals
Termination
Compensation (raises or
bonuses)
Career advancement
(promotions)
Career Development
• Career Development – the lifelong series of
activities that contribute to one’s career
• Career Planning – the deliberate process when
one becomes aware of their skills, interests,
knowledge, and motivations; gain information
about choices; identify career goals; and
create an action plan
In-house Career Planning
Assessments:
General Aptitude Test Battery (GATB)
Vocational Preference Test (VPT) – john Holland
Organizational Interventions
➢ Networking (personal, professional, organizational, career)
➢ Job transfers & promotions
➢ Job rotations
➢ Coaching
➢ Mentorships
➢ Apprenticeships
➢ Career Development Plans
➢ Action Learning – work on special projects
➢ In-house development programs
➢ Education bursary or sabbaticals
Have you ever had a performance review?
What went well what did not?
Copyright © 2014 by Nelson Education Ltd.
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ROAD BLOCKS
Can you think of reason why
sometimes
PERFORMANCE REVIEWS
fail?
1) Seen as punishment
2) Job of Human Resources
3) Not linked to any rewards
TOP 10
Why Performance
Management Fails
4) Negative perception attached
5) Don’t connect feedback with performance
6) Done infrequently, or without support
7) Used to exit employees, not develop
8) Managers not trained
9) Employees not given direction
10) Employees not involved
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Inaccuracy In Performance Appraisal:
Unintentional Procedural Justice Issues
• Central tendency: appraiser rates all employees as average
• Halo effect: appraiser rates employee high or low on all factors because of
the influence of one factor
• Recency effect: appraiser influenced by a recent event in review
• Contrast effect: appraiser influenced by presences of high or low
performer
• Similarity effect: appraiser inflates review because they see employee
to be like them
• Leniency effect: appraiser gives an unduly high review
• Harshness effect: appraiser gives an unduly low review
STEPS TO EFFECTIVE
PERFORMANCE
MANAGEMENT
1. Be clear and specific when setting performance
standards
2. Schedule regular reviews
3. Process: Be consistent – fair – job related (legal
defensible)
4. Set goals and a performance plan
5. Recognize and reward performance
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EFFECTIVE PERFORMANCE
REVIEW CONVERSATIONS
1. Invite participation and ask for self-assessment
2. Focus on accomplishments &express appreciation
3. Minimize criticism
4. Change the behaviour not the person
5. Focus on solving problems
6. Be supportive
7. Establish goals
8. Follow up – continuous support/coaching
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COMPLYING WITH THE LAW
•
Performance standards – must be job-related
•
Employees should be given a copy of
performance standards
•
Review should be based on what Managers
observe of staff performance
•
Managers trained in their role in managing
performance
•
Reviews discussed openly with employees
•
An appeals procedure established
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NETA PowerPoint® Slides
to accompany
Adapted by
Ann Hrabok,
Northern Alberta
Institute of Technology
1
Copyright © 2020 by Nelson Education Ltd.
CHAPTER 8
Performance Management
Copyright © 2020 by Nelson Education Ltd.
2
Learning Outcomes
Explain what performance management is
and how the establishment of goals, ongoing
performance feedback, and the evaluation
process are part of it.
Describe the different sources of performancemanagement information.
Explain the various methods used to evaluate
the performance of employees.
Copyright © 2020 by Nelson Education Ltd.
3
Learning Outcomes
Outline the characteristics of effective
performance review meetings and feedback
sessions and ways in which the performance
of employees can be improved.
Copyright © 2020 by Nelson Education Ltd.
4
Performance Management
and Other HRM Functions
Availability of training can aid
in recruitment
Recruitment
Provide an additional
source of trainees
Training may permit hiring
less qualified applicants
Selection
Effective selection may
reduce training needs
Training aids in the
achievement of performance
Performance
Management
A basis for assessing
training needs and results
Training and development may
lead to higher pay
Compensation
Management
A basis for determining
employee’s rate of pay
Training may include
a role for the union
Labour
Relations
Union cooperation can
facilitate training efforts
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5
Performance Management Systems
Performance Management
• The process of creating a work environment in which
people can perform to the best of their abilities
Performance Review
• A process in which a manager evaluates an employee’s
performance relative to the requirements of his or her
job and uses the information to show the person where
and how improvements can be made
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6
Ongoing Performance Feedback
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Performance Management Purposes
Review Programs
Developmental
Administrative
Individual
Evaluation
Compensation
Training
Job Evaluation
Career Planning
EE Support
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Purposes of Performance Review
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Why Performance Reviews Can Fail
• Lack of top-management information and support
• Unclear performance standards
• Rater bias
• Too many forms to complete
• Use of the appraisal program for conflicting purposes
Copyright © 2020 by Nelson Education Ltd.
10
Developing an Effective
Performance Management System
Performance Standards
• Must be based on job-related requirements
• Derived from a job analysis and reflected in an
employee’s job description and job specifications
Copyright © 2020 by Nelson Education Ltd.
11
Developing an Effective
Performance Management System
• SMART goals
– specific,
measurable,
attainable,
realistic, and
time-based
Copyright © 2020 by Nelson Education Ltd.
12
Developing an Effective
Performance Management System
Calibration
• A process whereby managers meet to discuss the
performance of individual employees to ensure that
their employee evaluations are in line with one another
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13
Establishing Performance Standards
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What Are Performance Standards?
Performance Standards Characteristics:
Strategic
Relevance
Individual standards directly
relate to strategic goals.
Criterion
Deficiency
Standards capture all of an
individual’s contributions.
Criterion
Performance capability is not
Contamination reduced by external factors.
Reliability
(Consistency)
Standards are quantifiable,
measurable, and stable.
Copyright © 2020 by Nelson Education Ltd.
15
Sources of Performance Review
Information
• Manager/Supervisor
• Employee
• Subordinates
• Peers
• Team members
• Customers
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16
Sources of Performance Review
Information
Copyright © 2020 by Nelson Education Ltd.
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Putting it all Together:
360-Degree Evaluations
• Ensure anonymity.
• Make respondents accountable.
• Prevent “gaming” of the system.
• Use statistical procedures.
• Identify and quantify biases.
Copyright © 2020 by Nelson Education Ltd.
18
Putting it all Together:
360-Degree Evaluations
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19
Training Appraisers
Establishing a Review Plan
• Provide an explanation of the performance appraisal
system’s objectives.
• Explain the mechanics of the rating system.
• Alert raters to the weaknesses and problems of appraisal
systems.
Copyright © 2020 by Nelson Education Ltd.
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Training Performance Reviewers
Common Rater-Related Errors
Error of central tendency
Leniency or strictness errors
Temporal (recency) error
Contrast error
Similar-to-me error
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21
Performance Review Methods
Graphic Rating
Scales
Trait
Methods
Mixed-Standard
Scales
Forced-Choice
Method
Essay Method
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22
Performance Review Methods
Critical Incident Method
Behavioural
Methods
Behavioural Checklist
Method
Behaviourally Anchored
Rating Scale (BARS)
Behaviour Observation
Scale (BOS)
Copyright © 2020 by Nelson Education Ltd.
23
Results Methods
Productivity Measures
• Evaluations based on quantitative measures
• Management by objectives (MBO)
– A results review process
that rates the performance
of employees based on
their achievement of
goals set mutually by
them and their manager
Copyright © 2020 by Nelson Education Ltd.
24
Results Methods
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25
The Balanced Scorecard
The review focuses on four related measures, ensuring the
method’s success:
1. Financial
2. Customer
3. Process
4. Learning
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26
Performance Evaluation Methods
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27
Performance Evaluation Meetings
Three Types of Review Interviews
Tell-and-Sell Interview
Tell-and-Listen Interview
Problem-Solving Interview
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28
Conducting the Performance Review
Meeting or Feedback Session
Invite Participation
Ask for a Self-Assessment
Change Behaviour
Problem-Solving Focus
Minimize Criticism
Express Appreciation
Establish Goals
Be Supportive
Follow Up Day to Day
Copyright © 2020 by Nelson Education Ltd.
29
Improving Performance
• Identifying the Sources of Ineffective Performance
– performance is a function of several factors, but
can be narrowed to three primary concerns: ability,
motivation, and environment
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30
Improving Performance
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Improving Performance
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