Performance Appraisal

what is the employee performance appraisal

• sensitive and important part of the management process requiring much skill

• used to determine how well employees are performing their job

• measure actual behavior and not intent

what is the best method for improving work performance and building a team approach?

day to day feedback

factors influencing effective performance appraisal

• should be based on predetermined standards

• appraisal tool must adequately and accurately asses job performance

• employees should have input into development of the standards

• employees must know the standards in advance

• employees must know the sources of data gathered for the appraisal

• appraiser should be someone who has directly observed the work of employee

• appraiser should be someone who employee trusts and respects

strategies to ensure performance appraisal accuracy

• develop self awareness regarding own biases and prejudices

• use appropriate consultation

• gather data adequately over time

• keep accurate anecdotal records for the length of the appraisal period

• collect positive data and identify areas where improvement is needed

• include employees own appraisal of their performance

• guard against the halo effect, horns effect, central tendency trap, and matthew effect

recency effect

occurs when recent issues are weighed more heavily than past performance

halo effect

appraiser lets one or 2 positive aspects of the assessment/behavior of the employee unduly influence all other aspects of the employees performance

recency effect

occurs when recent issues are weighed more heavily than past performance

halo effect

occurs when the appraiser lets 1 or 2 positive aspects of the assessment or behavior of the employee unduly influence all other aspects of the employees performance

horns effect

occurs when the appraiser allows some negative aspects of the employees performance to influence the assessment to such an extent that other levels of job performance are not accurately recorded

types of appraisal tools

• trait rating scales

• job dimension scales

• behaviorally anchored rating scales

• checklists

• essays

• self appraisals

• management by objectives

• peer review

trait rating scales

rates an individual against some standard

job dimension scales

rates the performance on job requirements

behaviorally anchored rating scales

rate desired job expectations on a scale of importance to the position

checklists

rates the performance against a set list of desirable job behaviors

essays

a narrative appraisal of job performance

self appraisals

• an appraisal of performance by the employee

• not easy for many employees bc they often undervalue their own accomplishments or feel uncomfortable giving themselves high marks in many areas

management by objectives

employee and management agree upon goals of performance to be reached

peer review

assessment of work performance carried out by peers

pitfalls in performance appraisal

• subjectivity

• leniency

• inadequate record keeping

• recency effect

effective performance appraisals

• there should be no surprises in the appraisal conference

• effect leader coaches and communicates informally with staff on a continual bases so there should be little new information at an appraisal conference

• employees must know how information will be obtained to determine performance level

360 degree evaluation

includes an assessment by all individuals within the sphere of influence of the individual being appraised

peer review

has great potential for developing professional accountability but is often difficult to implement because it requires risk taking to avoid becoming simply an exercise of advocacy

coaching as part of the performance appraisal process

effective manager and astute leader are aware that day to day feedback regarding performance is one of the best methods for improving work performance and building a team approach

reflective practice/clinical coaching

• manager/mentor meets with an employee regularly to discuss aspects of their work

• both individuals determine the agenda jointly, with the goal of an environment of learning that can span the personal and professional aspects of the employees experience

strategies for becoming an effective coach

• be specific not general in describing behavior that needs improvement

• be descriptive not evaluative when describing what was wrong with the performance

• be certain that the feedback is not self serving but meets the needs of the employee

• direct the feedback toward behavior that can be changed

• use sensitivity in timing the feedback and make sure employees understand feedback