Chapter 7: Implementing a Performance Management System – Flashcards

Successful implementation requires wide organizational support and acceptance. Need to gain system buy-in through: -Communication plan regarding performance management system, timing of information is critical. -Training program for raters -Pilot testing system Ongoing monitoring and evaluation to show benefits Expect: -A lot of questions that deserve answers -Increase in political behaviour of all kinds -Active resistance

What is performance management? How does PM fit into our strategy? What's in it for me? How does it work? What are our roles and responsibilities? How does PM relate to other initiatives?

Employees will tend to suffer from: Selective exposure: exposing themselves only to ideas they already agree with. Selective perception: perceiving things to mean what they expect them to mean. Selective retention: remembering only things that they agree with.

Consider employees -Involve employees in system design -Show employees how their needs will be met Be proactive -Strike first -Provide facts and consequences Communicate effectively -Put it in writing -Multiple channels of consistent communication -Credible communicators -Say it again and again

Amicable/non-retaliatory resolution of disagreements increases perception of system fairness. Employees can question two types of issues: -Judgmental (validity of evaluation) -Administrative (whether policies and procedures were followed)

Level 1: internal/local organization -HR reviews facts, policies, and procedures -HR reports to supervisor/employee -HR attempts to negotiate a settlement Level 2: external/higher level organization -Arbitrator (panel of peers and managers) or -High-level manager - final decision

Content areas to include: -reasons for implementation and mechanics of the system -identifying, observing, recording, and evaluating job activities -how to interact with employees Choices of training programs to implement -rater error training -frame of reference training -behavioural observation -self-leadership training

Goals of RET: -Make raters aware of types of rating errors they are likely to make -Help raters minimize errors -Increase rating accuracy Intentional rating errors -leniency -severity -central tendency Unintentional rating errors -similar to me -halo -primacy -first impression -contrast -stereotype -negativity -recency -spillover -attribution Possible solutions (ALERT AND EXPLAIN) Intentional -focus on motivation -demonstrate benefits of providing accurate ratings Unintentional -alert raters to different errors and their causes

Goal of FOR Raters develop common frame of reference -observing performance -evaluating performance Expected results of FOR -raters provide consistent, more accurate ratings -raters help employees design effective development plans (most appropriate when PM appraisal system focuses on observable behaviours. The goal is to create a common social standard.)

Goals of BO Minimize unintentional rating errors Improve rater skills by focusing on how raters: -observe performance -store information about performance -recall information about performance -use information about performance (The goal is to train individuals to create, store, and use records of performance)

Goals of SL: -Improve rater's confidence in ability to manage performance -Enhance mental processes -Increase self-efficacy (Uses self-psychology to improve accuracy, including effortful thought, self-talk and mental imagery.)

Done before the system is implemented -gain information from potential participants -learn about difficulties/obstacles -collect recommendations on how to improve system -understand personal reactions -get early buy-in from some participants -get higher rate of acceptance

Roll out test version with sample group -staff and jobs generalizable to the organization -all participants keep records of issues encountered -do not record appraisal scores -collect input from all participants

When system is implemented, decide: -how to evaluate system effectiveness -how to measure implementation -how to measure results Evaluation data to collect: -reaction to the system -assessments of operational and technical requirements -effectiveness of performance ratings

number of individuals evaluated distribution of performance ratings quality of information quality of follow-up actions quality of performance discussion meetings system satisfaction cost-benefit ratio or return on investment unit-level and organizational-level performance