1001EHR Lecture Notes - Lecture 7: Job Performance, Central Tendency, Workplace Violence
30 May 2018
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Department
Course
Professor
Work and Employability Week 7 Lecture Notes
Defining performance Management?
Perforae management is a process and control function used within organizations to
iproe ad aage the perforae outoes of idiiduals, teas ad the orgaizatio
Performance Management elements
Aims and benefits of performance management
• Aids in identifying areas of success and what needs improvement
• Creation of a shared vision (working toward a common goal)
• Signals to managers and employees the importance of certain objectives for the
organization
• Establishes organizational expectations- performance, objectives and standards
• Assists in evaluating goals achievement
• Aims to improve organizational, functional, unit and individual performance by
linking the objectives of each
• Links performance and rewards to motivate and reinforce desire behavior
• Lifts level of engagement and challenges staff towards achieving a high-
performance culture
• Should e liked to oerall usiess strategy ad reifore orgaizatios strategic
objectives
Challenges of performance management
• Discomfort and fear around having difficult conversations with staff about
performance which can be emotional
• Inappropriate objectives are set which are not:
o Specific
o Measurable
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o Achievable
o Realistic
o Time-bound
• Inadequately trained or skilled line managers
o Common problems: avoidance, embarrassment, or universal high rating
• Possibility that performance appraisals are misused and treated in a disciplinary
sense as a method of control or punishment
• Appropriately aligning objectives and performance to organizational strategies
• Communicating effectively in a generationally and culturally diverse workforce
• Linking performance to suitable rewards
• Although very important, treating people as individuals can be challenging
o individual needs, wants, preferences, skills, attitudes and mindsets vary
significantly
• Conflicting roles of performance management process
o Development – (role of a coach or counsellor)
▪ Identifying training and development needs and plans
▪ Employee growth and development
o Administrative – (role of a judge)
▪ Determine pay adjustments
▪ Determine promotions, transfers and demotions
▪ Disciplinary actions
Distortions/biases/validity
Halo effect
Rater
likes employee and therefore rates performance
highly. Leads to high rating
Horn effect
Rater dislikes employee and therefore rates harshly. Leads
to low rating
Leniency
effect
Rater
uncomfortable with assessing unsatisfactory
performances.
Leads to high rating
Crony effect
Appraiser and appraise too close.
Leads to high rating
Veblen effect
Centralising
grades regardless of quality
Doppelganger
effect
Rater dislike
employees who are dissimilar and rates
unfairly.
Recency
effect
Rater
focused on recent events.
Error of strictness
Rater has unrealistic
standards
Central tendency
error
Rater uncomfortable
with praise or criticism of anyone
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Defining performance management? (cid:858)perfor(cid:373)a(cid:374)(cid:272)e management is a process and control function used within organizations to i(cid:373)pro(cid:448)e a(cid:374)d (cid:373)a(cid:374)age the perfor(cid:373)a(cid:374)(cid:272)e out(cid:272)o(cid:373)es of i(cid:374)di(cid:448)iduals, tea(cid:373)s a(cid:374)d the orga(cid:374)izatio(cid:374)(cid:859) Challenges of performance management: discomfort and fear around having difficult conversations with staff about performance which can be emotional. Inappropriate objectives are set which are not: specific, measurable, achievable, realistic, time-bound. Identifying training and development needs and plans: employee growth and development, administrative (role of a judge, determine pay adjustments, determine promotions, transfers and demotions, disciplinary actions. Rater likes employee and therefore rates performance highly. Rater dislike employees who are dissimilar and rates unfairly. Rater uncomfortable with praise or criticism of anyone. Jointly identify possible causes and solutions: employees should have opportunity to explain, employee should be probed to produce the answer/solutions, training if skills issue; redeploy if training not option, employee assistance programs counselling and coaching. Managing poor performance: manager should identify shortcomings in performance, don(cid:859)t lea(cid:448)e u(cid:374)til perfor(cid:373)a(cid:374)(cid:272)e re(cid:448)ie(cid:449) ti(cid:373)e.
