LO2

Cards (26)

  • Uses of performance appraisals (A.F.E.C.T.J)

    1. Administrative Decisions
    2. Feedback and Performance Improvement
    3. Employee Development and Career Planning
    4. Criteria for Test Validation
    5. Training Program Objectives
    6. Job Redesign
  • Administrative Decisions
    One of the primary purposes of the performance appraisal process
  • Feedback and Performance Improvement
    Performance appraisals may also serve an informational purpose to tell employees how they are performing on the aspects of their job
  • Employee Development and Career Planning
    useful tools for managers to coach employees for performance improvement on an ongoing basis.
  • Employee Development and Career Planning
    They are also useful to guide discussions about areas of strength and weakness for the employee, which may trigger training and development enrollment and inform longer-term career planning
  • Employee Development and Career Planning
    The focus is on ongoing immediate feedback, coaching and support, and forwardlooking
    direction with the goal of employee engagement over control and oversight
  • Criteria for Test Validation
    the effectiveness of selection tests may be validated against performance ratings.
  • Training Program Objectives
    performance appraisals provide insights into the effectiveness of other aspects of the HR system
  • Job Redesign
    Trends across the performance appraisals of employees in various jobs may also be a useful source of information
  • Job Redesign
    Observing poor performance across employees may prompt further conversations about the reasons why performance is suffering.
  • Performance Appraisal Process (P.M.C.H)

    1. Performance Objectives
    2. Measuring Performance
    3. Communicate feedback
    4. HR records and decisions
  • Performance objectives
    targets for employee performance that drive
    toward the strategic business goals of the organization, operationalized at the individual employee level.
  • The objectives set out in the PMP (Performance Management Plan) should be job-related, practical, and based on performance standards.
  • Performance standards may relate to quality (how well the objective has been achieved), quantity (how much, how many, and how often), and time (due dates,adherence to schedule, cycle times, and so on).
  • Performance objectives
    can be for specific work activities or for recurring
    activities that take place many times over the appraisal period.
  • Measuring Performance
    After performance objectives are set, it is time to determine how performance can be observed and then measured.
  • Observations can be made either directly or
    indirectly.
  • Direct observation
    occurs when the rater actually sees the
    performance
  • Indirect observation
    occurs when the rater can evaluate only
    substitutes for actual performance.
  • Observations of performance can also be objective or subjective
  • Objective
    performance measures are those indicators of job performance that are verifiable by others and are typically quantitative
  • Objective measures are not available in all jobs
  • Subjective
    based on opinion or perception by a rater.
    Usually, such measures are the rater’s personal opinions, but they may be subject to biases
  • When subjective measures are also indirect, accuracy becomes even lower.
  • Objective and direct measures of performance are preferable, but are not available for all types of jobs.
  • Performance measures
    must be easy to use, be reliable, and report on the critical behaviours that determine performance