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A. Explain three points of concern with the given company’s current evaluation form. Engineer feels no one is qualified to grade his performance work due to lack of training. Three are neatness, friendliness, and attitude. 1 . Define the most commonly-used sets of criteria which should be evaluated in a performance evaluation: Three most popular sets of criteria are individual task outcomes, behaviors, and traits. B. Compare the relative value of the commonly-used sets of evaluation criteria identified in AY.
Behavior: It is difficult to attribute specific outcomes to the actions of employees in advisory or support positions or employees whose work assignments are part of a group effort. We may readily evaluate the group’s performance, but if it is hard to identify the contribution of each group member, management will often evaluate the employee’s behavior. Measured behaviors needn’t be limited to those directly related to individual productivity.
As we pointed out in discussing organizational citizenship behavior (see Chapters 1 and 3), helping others, making suggestions for improvements, and volunteering for extra duties make work groups and organizations more effective The weakest criteria, because they’re furthest removed from actual Job performance, are individual traits. 57 Having a good attitude, showing confidence, being dependable, looking busy, or possessing a wealth of experience may or may not be highly correlated with positive task outcomes Task performance.
Performing the duties and responsibilities that contribute to the production of a good or service or to administrative tasks. This includes most of the tasks in a conventional Job description. One is to help management make general human resource decisions about promotions, transfers, and terminations. Evaluations also identify training and development needs. They pinpoint employee skills and competencies for which remedial programs can be developed.
Finally, they provide feedback to employees on how the organization views their performance and are often the basis for reward allocations, including merit pay increases. C. Explain the advantages of including supervisors, peers, and subordinates in the evaluation process. These provide performance feedback from the employee’s full circle of daily contacts, from mailbox workers to customers to bosses to peers (see Exhibit 17-2). The number of appraisals can be as few as 3 or 4 or as many as 25; most organizations collect 5 to 10 per employee. Not included What’s the appeal of the 360-degree appraisal?
By relying on feedback from co-workers, customers, and subordinates, organizations are hoping to give everyone a sense of participation in he review process and gain more accurate readings on employee performance. Not included D. Explain the disadvantages of including supervisors, peers, and subordinates in the evaluation process. T provides employees with a wider perspective on their performance, but many organizations don’t spend the time to train evaluators in giving constructive criticism. Some allow employees to choose the peers and subordinates who evaluate them, which can artificially inflate feedback.
It’s also difficult to reconcile disagreements between rater groups. There is clear evidence that peers tend to give much more lenient ratings that supervisors or subordinates, and peers also tend to make more errors in appraising performance. Not included E. Compare and contrast at least three common performance evaluation methods (I. E. Tools, instruments, techniques, etc. ) used to analyze performance data after it has been gathered. Pig 559 F. Provide examples of at least three biases and/or errors that frequently impact the accuracy of performance evaluations.
Pig teethe performance evaluation process is a potential minefield. Evaluators can unconsciously inflate evaluations (positive leniency), understate performance (negative leniency), or allow the assessment of one characteristic to unduly influence the assessment of others (the halo error). Some appraisers bias their evaluations by unconsciously favoring people who have qualities and traits similar to their own (the similarity error). And, of course, some evaluators see the evaluation process as a political opportunity to overtly reward or punish employees they like or dislike.
A review of the literature and several studies n performance appraisals demonstrates that many managers deliberately distort performance ratings in order to maintain a positive relationship with their subordinates or to achieve a positive image of themselves by showing that all their employees are performing well. 63 Although no protections guarantee accurate performance evaluations, the following suggestions can make the process more objective and fair. Not included G. Based upon your findings, describe appropriate tools and techniques that can be used to improve performance evaluations in the given situation.