Finals HRESD

• The Appraisal Process


  1. Establish performance standards

  2. Communicate expectations

  3. Measure actual performance

  4. Compare actual performance with standards

  5. Discuss the appraisal with the employee

  6. Initiate corrective action if necessary
• Performance standards


  Established in accordance with the organization's strategic goals, clear and objective enough to be understood and measured
• Supervisor's expectations of employee work performance

  Must be clear enough to communicate to employees, mutually agree to specific job performance measures, and appraise their performance against these established standards
• Communicate Expectations


  1. Once performance standards are established, communicate these expectations to employees

  2. Employees should not have to guess what is expected of them

  3. Communication is a two-way street, not just information transfer from supervisor to employee
• Sources of information used to measure actual performance

  • Personal observation
  • Statistical reports
  • Oral reports
  • Written reports
• Compare Actual Performance with Standards

  1. Notes deviations between standard performance and actual performance

  2. Includes an explanation of the different levels of performance and their degree of acceptability against the performance standard
• Appraisal discussion


  Can have negative as well as positive motivational consequences<|>Conveying good news is considerably easier than conveying bad news
• Initiate Corrective Action if Necessary

  1. Immediate corrective action - corrects problems such as mistakes in procedures and faulty training to get the employee back on track right away

  2. Basic corrective action - asks how and why performance deviated from the expected performance standard and provides training or employee development activities to improve performance
• Absolute Standards


  Employees are compared to a standard, and their evaluation is independent of any other employee in a work group
• Absolute Standards methods


  • Critical incident appraisal
  • Checklist
  • Graphic rating scale
  • Forced choice
  • Behaviorally anchored rating scales
• Checklist Appraisal


  The evaluator uses a list of behavioral descriptions and checks off behaviors that apply to the employee<|>An HRM analyst scores the checklist, often weighting the factors in relationship to their importance to that specific job<|>Reduces some bias in the evaluation process because the rater and the scorer are different<|>May be inefficient and time-consuming if HRM must spend considerable time in developing individualized checklists of items for numerous job categories