Tiêu đề 08 IO Psy - Employee Evaluation.pdf ✅

● Peers: often see the actual behavior as they work directly with the employee ○ Reliable only when the peers are similar and well acquainted to the employees being rated ○ Employees tend to react worse to negative feedback from peers than experts ● Subordinates: also called upward feedback ○ Difficult because of the fear of backlash if they unfavorable rate their supervisor ○ Correlate highly with upper-management ratings of supervisors’ performance ● Customers: provide feedback on employee performance by filling complaints or complimenting the manager about one of her employees ○ Secret Shoppers: current customers who have been enlisted by a company to periodically evaluate the service their receive ● Self-Appraisal: allowing an employee to evaluate her own behavior and performance ○ Suffer from leniency and correlate moderately to actual performance ○ Most accurate when the self-appraisal will not be used for such administrative purposes as raises or promotions ○ Accurate when employees understand the performance appraisal system and when employees believe that an objective record of their performance is available with which supervisor can compare the self-appraisal SELECTING APPRAISAL METHODS STEP 4: SELECT THE BEST APPRAISAL METHODS TO ACCOMPLISH YOUR GOALS Criteria – ways of describing employee success Establishing Performance Criteria ● Traits ○ Commonly subjective and may be unrelated to job performance or difficult to define ○ it is important to establish a connection between a trait and its relation to the job performance ○ Ex. adaptability, judgment, appearance, attitude ● Behaviors ○ When task outcome is difficult to determine, task-related behavior or competencies may be evaluated ○ If recognized and rewarded, employees tend to repeat them (conditioning) ● Competencies ○ Broad range of knowledge, skills, traits, and behaviors that may be technical in nature, relate to interpersonal skills, or are business-oriented ○ Must be closely associated with job success ● Goal Achievement ○ Outcomes established should be within the control of the individual or team and should be those results that lead to organizational success ○ Upper level goals → financial aspects and market considerations ○ Lower level goals → meeting customer’s needs and delivering according to schedule ● Improvement Potential ○ Provides emphasis into the future ○ Assessment of the employees potential ○ Helps ensure a more effective career planning and development Decision 1: Focus of the Appraisal Dimensions ● Trait-focused Performance Dimensions: concentrates on such employee attributes such as dependability, honesty, and courtesy ○ Provides poor feedback and thus will not result in employee development and growth ● Competency-Focused Performance Dimensions: concentrates on employee’s knowledge, skills, and abilities ● Task-Focused Performance Dimensions: organized by the similarity of tasks that are performed ○ Supervisor are concentrating on tasks that occur together and can thus visualize an employee’s performance, it is often easier to evaluate performance than with other dimensions ○ More difficult to offer suggestions for how to correct the deficiency if an employee scores low on a dimension ● Goal-Focused Performance Dimensions: organize the appraisal based on the goals to be accomplished by the employee ○ Easier to understand why certain behaviors are expected ● Contextual Performance: the effort an employee makes to get along with peers, improve the organization, and perform tasks that are needed but are not necessarily an official part of the employee’s job description ○ Also tend to be similar across jobs, whereas the dimensions involved in task performance differ across jobs 2 | @studywithky