LO4

Cards (15)

  • Multiple sources for performance ratings
    1. Peers
    2. Customers/Clients
    3. Self-appraisals
    4. Supervisors
    5. Direct reports
  • 360-degree performance appraisal, or “multi-source
    feedback,” 

    is used by more than 85 percent of Fortune 500 companies
  • Rater error training was commonly included:(HELPRC)

    • Halo effect​
    • Error of central tendency​
    • Leniency and strictness biases​
    • Personal prejudice​
    • Recency effect​
    • Contrast errors
  • Halo effect
    A favourable opinion of employee performance in one category skews ratings
  • Error of central tendency
    Reluctance to give very poor or excellent ratings, instead placing ratings near the centre of the rating scale
  • Leniency
    Raters are too easy in evaluating employee
    performance
  • Strictness
    Raters are too harsh in evaluating employee
    performance
  • Personal Prejudice
    A rater’s dislike for a person or group distorts ratings given
  • Recency Effect
    Ratings are strongly affected by the employee’s most recent actions
  • Contrast Errors
    Raters compare employees to each other rather than to a performance standard
  • Evaluation interviews
    performance review sessions that give employees feedback​
  • The evaluator may provide this evaluation interviews feedback through several approaches:

    • Tell-and-sell Approach​
    • Tell-and-listen Approach​
    • Problem-solving Approach
  • tell-and-sell approach
    • reviews the employee’s performance and tries to convince the employee to perform better. It is best used on new employees.
  • tell-and-listen approach
    • allows the employee to explain reasons, excuses, and defensive feelings about performance.

    • It attempts to overcome these reactions by counselling the employee on how to perform better
  • problem-solving approach
    • identifies problems that are interfering with employee performance.
    • Then, through training, coaching, or counselling, efforts are made to remove these deficiencies, often by setting goals for future performance.