组织行为学精要第7版chap154137.pdf

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1、Chapter 15 Performance Appraisal and Reward Systems 183 CHAPTER 15 HUMAN RESOURCE POLICIES AND PRACTICES CHAPTER OBJECTIVES After reading this chapter,students should be able to:1.Describe jobs for which interviews are effective selection devices.2.List the advantages of performance-simulation tests

2、 over written tests.3.Identify four types of employee training.4.Identify the advantages of using behaviors rather than traits in appraising performance.5.Explain the most popular performance appraisal criteria.6.Identify who,in addition to the boss,can do performance evaluations.7.Explain actions t

3、hat can improve the performance appraisal process.8.Describe approaches for managing workforce diversity.LECTURE OUTLINE I.EMPLOYEE SELECTION A.We will review three important selection devicesinterviews,written tests,and performance simulation tests.B.Interviews 1.Of all the selection devices that o

4、rganizations use to differentiate job candidates,the interview continues to be the one most frequently used.2.It also seems to carry a great deal of weight;the results tend to have a disproportionate amount of influence on the selection decision.3.The unstructured interviewshort in duration,casual,a

5、nd made up of random questionshas been proven to be an ineffective selection device.4.By having interviewers use a standardized set of questions,providing interviewers with a uniform method of recording information,and standardizing the rating of the applicants qualifications,the variability in resu

6、lts across applicants is reduced and the validity of the interview is greatly enhanced.5.Evidence indicates that interviews are most valuable for assessing an applicants intelligence,level of motivation,and interpersonal skills.C.Written Tests 1.Typical written tests assess intelligence,aptitude,abi

7、lity,interests,and integrity.2.Tests in intellectual ability,spatial and mechanical ability,perceptual accuracy,and motor ability have shown to be moderately valid predictors.3.As ethical problems have increased in organizations,integrity tests have gained popularity.a)The evidence is impressive tha

8、t these tests are powerful in predicting supervisory ratings of job performance and counterproductive behavior on the job.D.Performance Simulation Tests 1.The logic of performance simulation tests is what better way to find out if an applicant can do the job successfully.2.Performance simulation tes

9、ts have increased in popularity during the past two decades.3.Two best-known performance simulation tests are:a)Work samplinghands-on simulations of part or all of the job that must be performed(1)Work samples are widely used in the hiring of skills workers.(2)Studies consistently demonstrate that w

10、ork samples yield validities superior to written aptitude and personality tests.b)Assessment centersa more elaborate set of performance simulation tests,specifically designed to evaluate a candidates managerial potential.Part IV The Organization System 184(1)The evidence on the effectiveness of asse

11、ssment centers is impressive.II.TRAINING PROGRAMS A.Competent employees dont remain competent foreverskills deteriorate and become obsolete.B.Types of Training 1.Basic Literacy Skills a)Ninety million American adults have limited literacy skills.b)Organizations are increasingly having to provide bas

12、ic reading and math skills for their employees.2.Technical Skills a)Jobs change as a result of new technologies and improved methods.b)Technical training has become increasingly important because of changes in organization design.As organizations flatten their structures,expand their use of teams,an

13、d breakdown traditional departmental barriers,employees need to learn a wider variety of tasks.3.Interpersonal Skills a)Most employees belong to a work unit.b)To some degree,their work performance depends on their ability to effectively interact with their co-workers and their boss.4.Problem Solving

14、 Skills a)This would include activities to sharpen employees logic,reasoning,and problem-defining skills as well as their abilities to assess causation,develop alternatives,analyze alternatives,and selection solutions.5.What About Diversity Training?a)The centerpiece of most diversity programs is tr

15、aining.b)The typical program lasts from half a day to three days and includes role playing exercises,lectures,discussions,and group experiences.6.What About Ethics Training?a)A recent survey finds that about 75 percent of employees working in the 1,000 largest U.S.corporations receive ethics trainin

16、g.b)But the evidence is not clear on whether you can teach ethics.c)Critics argue that ethics are based on values,and value systems are fixed at an early age.d)Critics also claim that ethics cannot be formally“taught,”but must be learned by example.e)Supporters of ethics training argue that values c

17、an be learned and changed after early childhood.C.Training Methods 1.Training methods are most readily classified as formal or informal and on-the-job or off-the-job.2.Formal training is planned in advance and has a structured format.3.Evidence indicates organizations are increasingly relying on inf

18、ormal trainingunstructured,unplanned,and easily adapted to situation and individuals.4.On-the-job training includes job rotation,apprenticeships,understudy assignments,and formal mentoring programs.a)The primary drawback of these training methods is that they often disrupt the workplace.5.Off-the-jo

19、b training can include live classroom lectures(the most popular),videotapes,public seminars,self-study programs,internet courses,satellite-beamed television classes,and group activities that use role plays and case studies.a)McDonalds Hamburger University example.Chapter 15 Performance Appraisal and

20、 Reward Systems 185 III.PERFORMANCE APPRAISAL A.Purposes of Performance Appraisal 1.Management uses appraisals for general personnel decisions.a)Promotions,transfers,and terminations b)Appraisals identify training and development needs.2.Used as a criterion against which selection and development pr

21、ograms are validated.a)The effectiveness of training and development programs can be determined by using performance appraisals to assess subsequent employee job performance.3.Appraisals also provide feedback to employees on how the organization views their performance.4.Appraisals are used as the b

22、asis for reward allocations.a)Decisions about who gets merit pay increases and other rewards are typically determined by performance appraisals.B.Performance Appraisal and Motivation 1.The expectancy model of motivation offers the best explanation of what conditions the amount of effort an individua

23、l will exert on his or her job.2.A vital component of this model is performance,specifically the effort-performance and performance-reward linkages.3.If employees know what is expected of them,how their performance will be measured,and they feel confident that their efforts will result in a satisfac

24、tory performance as defined by the criteria by which they are being measured then they will be motivated.4.They also must feel confident that if they perform as they are being asked,they will receive rewards.C.What Do We Evaluate?1.The performance criteria or criterion used to evaluate employee perf

25、ormance will have a major influence on what employees do.2.Use public employment agency example.3.Use management consultant specializing in police research example.4.The three most popular sets of performance appraisal criteria are individual task outcomes,behaviors,and traits.a)Individual task outc

26、omes.If ends count,rather than means,then management should evaluate an employees task outcomes.b)Behaviors.In many cases its difficult to identify specific outcomes that can be directly attributable to an employees actions.(1)In such instances it is not unusual for management to evaluate the employ

27、ees behavior.c)Traits.The weakest set of criteria,yet still widely used by organizations.(1)Traits include having a good attitude,showing confidence,being dependable and so on.D.Who Should Do the Evaluating?1.By tradition,a managers authority typically has included appraising subordinates performanc

28、e.2.Others may actually be able to do the job better.3.Immediate Superior a)The employees immediate boss conducts about 95 percent of all performance evaluations at the lower and middle levels of the organization.Part IV The Organization System 186(1)Many bosses feel unqualified to evaluate the uniq

29、ue contributions of each of their subordinates.(2)Others resent being asked to“play God”with their employees careers.(3)Organizations using self-managed teams,telecommuting,and other organizing devices,distance bosses from their employees.4.Peers a)Peer evaluations are one of the most reliable sourc

30、es of appraisal data.(1)Peers are close to the action.(2)Using peers as raters results in several independent judgments,whereas a boss can offer only a single evaluation.(3)And the average of several ratings is often more reliable than a single evaluation.b)On the down side,peer evaluations can suff

31、er from co-workers unwillingness to evaluate one another and from biases of friendship or animosity.5.Self-Evaluation a)Employees evaluating their own performance is consistent with values such as self-management and empowerment.b)Self-evaluations get high marks from employees themselves.c)They suff

32、er from overinflated assessment and self-serving bias.d)Self-evaluations are often low in agreement with superiors ratings.6.Immediate Subordinates a)Immediate subordinates evaluations can provide accurate and detailed information about a managers behavior because the evaluators typically have frequ

33、ent contact with the manager.b)The problemfear of reprisal from bosses given unfavorable evaluations.Respondent anonymity is crucial if these evaluations are to be accurate.7.The Comprehensive Approach:The 360-Degree Appraisal.a)The latest approach to performance evaluation.b)Performance feedback co

34、mes from the full circle of an employees daily contacts.c)The number of appraisals can be as few as three or as many as twenty-five,with most organizations collecting five to ten per employee.d)A recent survey found that 26 percent of U.S.companies use some form of 360-degree feedback as part of the

35、 review process.e)Its appealit fits well with organizations using teams,employee involvement,and quality management programs.E.Performance Appraisal Method 1.Written Essays a)The simplest method of appraisal is to write a narrative describing an employees strengths,weaknesses,past performance,potent

36、ial,and suggestions for improvement.b)No complex forms or extensive training needed but the results often reflect the ability of the writer.2.Critical Incidents a)Critical incidents focus the evaluators attention on those behaviors that are key in making the difference between executing a job effect

37、ively or ineffectively.b)The appraiser writes down anecdotes that describe what the employee did that was especially effective or ineffective.c)The key here is that only specific behaviors are cited.3.Graphic Rating Scales a)One of the oldest and most popular methods.b)A set of performance factorsqu

38、antity and quality of work,depth of knowledge,cooperation,loyalty,and so on,are listed.Chapter 15 Performance Appraisal and Reward Systems 187 c)The evaluator rates each on an incremental scale,typically five points.d)They dont provide the depth of information that essays or critical incidents do.e)

39、They are less time-consuming to develop and administer.f)They also allow for quantitative analysis and comparison.4.Behaviorally Anchored Rating Scales a)These scales combine major elements from the critical incident and graphic rating scale approaches.(1)The employee is rated on the basis of items

40、along a continuum,but the points are examples of actual behavior on the given job rather than general descriptions or traits.b)Behaviorally anchored rating scales specify definite,observable,and measurable job behavior.c)These behavioral examples are then translated into a set of performance dimensi

41、ons,each dimension having varying levels of performance.5.Multiperson Comparisons a)These rankings evaluate one individuals performance against anothers.b)It is a relative rather than an absolute measuring device.c)The three most popular are group order ranking,individual ranking,and paired comparis

42、ons.(1)The group order ranking requires the evaluator to place employees into a par-ticular classification,such as top one-fifth or second one-fifth.(2)The individual ranking approach ranks in order employees from best to worst.This approach allows for no ties.(3)The paired comparison approach compa

43、res each employee with every other employee and rates each as either the superior or the weaker member of the pair.After all paired comparisons are made,each employee is assigned a summary ranking based on the number of superior scores he or she achieved.This ensures that each employee is compared a

44、gainst every other,but it can become unwieldy when many employees are being compared.d)Multiperson comparisons can be combined with one of the other methods to blend the best from both absolute and relative standards.F.Suggestions for Improving Performance Appraisals 1.Evaluators can make leniency,h

45、alo,and similarity errors,or use the process for poliiitical purposes.2.Suggestions a)Emphasize behaviors rather than traits.(1)Traits have little or no performance relationship.(2)Traits such as loyalty,initiative,courage,reliability,and self-expression are intuitively appealing characteristics in

46、employees.(3)Another weakness is the judgment of what the trait is.b)Document performance behaviors in a diary.(1)By keeping a journal of specific critical incidents for each employee,evaluators tend to make more accurate judgments.(2)They reduce leniency and halo errors.c)Use multiple evaluators.(1

47、)As the number of evaluators increases,the probability of attaining accurate information increases.d)Evaluate selectively.Part IV The Organization System 188(1)If raters make appraisals on only those dimensions on which they are in a good position to rate,we increase interrater agreement and make th

48、e evaluation a more valid process.(2)We recommend that appraisers should be as close as possible,in terms of organizational level,to the individual being evaluated.(3)The specific application of these concepts would result in having immediate supervisors or co-workers as the major contributors to th

49、e appraisal and asking them to evaluate those factors that they are best qualified to judge.e)Train appraisers.(1)By training appraisers,we can make them more accurate raters.(2)Common errors such as halo and leniency have been minimized or eliminated.(3)But the effects of training do appear to dimi

50、nish over time,so regular training refresher sessions may be needed.f)Provide employees with due process.(1)Three features characterize due process systems:(a)Individuals are provided with adequate notice of what is expected of them.(b)All relevant evidence to a proposed violation is aired in a fair