Gathering Performance Information:
Overview
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Appraisal Forms
Characteristics of Appraisal Forms
Determining Overall Rating
Appraisal Period and Number of
Meetings
Overview (continued)
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Who Should Provide Performance
Information?
A Model of Rater Motivation
Preventing Rating Distortion through
Rater Training Programs
Appraisal Forms:
9 Major Components
1.
Basic Employee Information
2.
Signatures
Appraisal Forms:
9 Major Components (continued)
3.
4.
5.
Accountabilities, Objectives, and
Standards
Competencies and Indicators
Major Achievements and
Contributions
6.
Stakeholder Input
7.
Employee Comments
Appraisal Forms:
9 Major Components (continued)
(These could be included in a separate form)
8.
9.
Developmental Achievements
Developmental
• Needs
• Plans
• Goals
Appraisal Forms:
8 Desirable Features
1.
2.
3.
4.
Simplicity
Relevancy
Descriptiveness
Adaptability
Appraisal Forms:
8 Desirable Features (continued)
5.
6.
7.
8.
Comprehensiveness
Definitional Clarity
Communication
Time Orientation
Determining Overall Rating
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Judgmental strategy
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Mechanical strategy
Appraisal period
Number of Meetings
• Annual
• Semi-annual
• Quarterly
When Review Is Completed
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Anniversary date
• Supervisor doesn’t have to fill out
forms at same time
• Can’t tie rewards to fiscal year
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Fiscal year
• Rewards tied to fiscal year
• Goals tied to corporate goals
• May be burden to supervisor,
depending on implementation
6 Types of Formal Meetings
(can be combined)
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•
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System Inauguration
Self-Appraisal
Classical Performance Review
Merit/Salary Review
Development Plan
Objective Setting
Who Should Provide Performance
Information?
Employees should be involved in
selecting
 Which sources evaluate
 Which performance dimensions
When employees are actively involved
 Higher acceptance of results
 Perception that system is fair
Who Should Provide Performance
Information?
Direct knowledge of employee
performance
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Supervisors
Peers
Subordinates
Self
Customers
Supervisors
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Advantages
• Best position to evaluate performance vs.
strategic goals
• Make decisions about rewards
• Able to differentiate among performance
dimensions
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Disadvantages
• Supervisor may not be able to directly
observe performance
• Evaluations may be biased
Peers
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Advantages
• Assess teamwork
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Disadvantages
• Possible friendship bias
• May be less discriminating
• Context effects
Subordinates
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Advantages
• Accurate when used for
developmental purposes
• Good position to assess some
competencies
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Disadvantages
• Inflated when used for administrative
purposes
• May fear retaliation (confidentiality is
key)
Self
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Advantages
• Increased acceptance of decisions
• Decreased defensiveness during
appraisal interview
• Good position to track activities during
review period
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Disadvantages
• May be more lenient and biased
Customers (external and internal)
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Advantages
• Employees become more focused
on meeting customer expectations
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Disadvantages
• Time
• Money
Disagreement Across Sources
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Expect disagreement
Ensure employee receives feedback
by source
Assign differential weights to scores
by source, depending on
importance
Ensure employees take active role
in selecting which sources will rate
which dimensions
Types of Rating Errors
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Intentional errors
• Rating inflation
• Rating deflation
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Unintentional errors
• Due to complexity of task
A Model of Rater Motivation
Expected Positive and
Negative Consequences of
Rating Accuracy
Motivation to Provide
Accurate Ratings
Probability of Experiencing
Positive and Negative
Consequences
Expected Positive and
Negative Consequences of
Rating Distortion
Probability of Experiencing
Positive and Negative
Consequences
Rating Behavior
Motivation to Distort Ratings
Motivations for Rating Inflation
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Maximize merit raise/rewards
Encourage employees
Avoid creating written record
Avoid confrontation with
employees
Promote undesired employees out
of unit
Make manager look good to
his/her supervisor
Motivations for Rating Deflation
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Shock employees
Teach a lesson
Send a message to employee
Build a written record of poor
performance
Preventing Rating Distortion
through
Rater Training Programs
Rater Training Programs should
cover:
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Information
Motivation
Identifying, observing, recording
and evaluating performance
How to interact with employees
when they receive performance
information
Information - how the system
works
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Reasons for implementing the
performance management
system
Information on the appraisal
form and system mechanics
Motivation – What’s in it for me?
• Benefits of providing accurate
ratings
• Tools for providing accurate
ratings
Identifying, observing, recording, and
evaluating performance
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How to identify and rank job
activities
How to observe, record, measure
performance
How to minimize rating errors
How to interact with employees
when they receive performance
information
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How to conduct an appraisal
interview
How to train, counsel, and coach
Quick Review
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Appraisal Forms
Characteristics of Appraisal Forms
Determining Overall Rating
Appraisal Period and Number of
Meetings
Who Should Provide Performance
Information?
A Model of Rater Motivation
Preventing Rating Distortion
through Rater Training Programs