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HRMT (FINALS)
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Multiple sources for performance ratings
Peers
Customers
/
Clients
Self-appraisals
Supervisors
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.