BUSI 4320 Lecture Notes - Lecture 18: Performance Appraisal, Job Performance, Central Tendency
3 Aug 2018
School
Department
Course
Professor
Document Summary
Employee and supervisor jointly establish performance goals for the future. Goals should be mutually agreed upon and objectively measurable. Challenges: objectives that are too ambitious or too narrow, employees may set objectives that are measured by quantity rather than quality. Relies on multiple types of evaluation and multiple raters. In-depth interviews/personal background histories: peer ratings by other attendees, leaderless group discussions, ratings by psychologists and managers, simulated work exercises. Web-based performance appraisal: has become the standard for all sizes of firms. Ideally performance appraisal software is part of an enterprise-wide software system. Competencies: focus more on skills than job performance. Identifying and developing specific individuals who are seen as having high potential. Training raters and employees: raters need knowledge of system and its purpose, focus on cognitive aspect of the rating process. Evaluation interviews are performance review sessions that give employees feedback: tell-and-sell approach, tell-and-listen approach, problem-solving approach. The interview should be a positive, performance-improving dialogue.
