Most of the factors that influence an individual’s ultimate effectiveness have been firmly established by the time the person is a member of an organization. His basic genetic endowment is set; the individual’s early family, school, and other experiences (e.g., […]
Building performance excellence requires the manager to do three things. First, the manager is responsible for creating the conditions that motivate. Second, the manager must provide developmental opportunities. Finally, the manager must confront and correct performance problems. How to create […]
We are considering either turning our existing performance appraisal form into an Internet-based application or purchasing a web-based performance appraisal system. Is either a good idea? Yes. There are several significant advantages that a sophisticated, Internet-based performance appraisal system has […]
First, a definition. Forced ranking is a recently developed management procedure that requires managers to assign employees into predetermined groups according to their performance, potential, and promot-ability. General Electric, the company best known for the procedure, sorts employees into three […]
Upward appraisal is a performance appraisal of a boss written by the subordinates. In organizations that use upward appraisal, after the manager has finished preparing and discussing their performance appraisals with each subordinate, the subordinates individually and anonymously complete a […]
We are concerned that people who perform the same may get different ratings from different supervisors. How can we make sure that appraisers apply consistent standards across our organization? The most effective way to make sure that consistent performance standards […]
We use a lot of self-directed work teams in our organization. Should we evaluate team performance in addition to the performance of individuals? And how do we evaluate the performance of teams? Team appraisal is difficult. And it may be […]
Both appraisers and employees are confused about what the different rating labels actually mean. How do we solve this communication problem? Companies often think that just by providing a brief definition of each of the levels on their rating scale, […]
How can an organization determine whether its managers are doing a good job in performance appraisal and that the system is working well? The single best test is that the organization gets 100 percent uncomplaining compliance with every procedural requirement […]
Should we provide managers with samples of completed appraisal forms that they can use as models when they have to prepare performance appraisals? Yes. This is one of the most effective ways to help managers do a good job. Surprisingly, […]
Yes. Although the training for employees does not have to be nearly as long or as detailed as the training provided managers (mainly because the skills required by the recipient of a performance appraisal are quite different from the skills […]
Depending on the complexity of the system, the sophistication of the managers attending training, and their previous management development experiences, conventional classroom-based appraiser training for managers requires between one-half day and two full days. Tell Me More Although the objectives […]
Each of these groups is a stakeholder in the development of an effective performance appraisal system. If their needs are met, they will be more likely to be active supporters of the system. Not all of their needs and expectations […]
Where should we start? Here is a ten-step process that works well in developing a new performance appraisal system: Get top management actively involved. Establish the criteria for an ideal system. Appoint an implementation team. Design the form first. Build […]
As I described in performance appraisal, an effective appraisal process begins with a performance-planning meeting where the manager and the individual discuss the upcoming year, set goals, review the competencies that the organization expects people to demonstrate, and identify the […]
Most people do a good job—not outstanding, not unacceptable—and therefore get rated in the middle category. But they all hate getting rated there. They see it as being labeled as a ‘‘C’’ student. How do we explain that getting the […]
Some computer-based performance appraisal systems offer an electronic form with different traits listed: quality of work, quantity of work, attitude, or dependability. The manager clicks on a one to five scale and then the machine generates the text for the […]
In most cases, it’s a good idea. One of the most common problems with performance appraisal is grade inflation, where performance appraisal ratings creep up until everyone is rated as exceeding expectations. One way to counteract this problem is by […]
Some objectives are more important than others. And some sections of the form may be more important than others. For example, although most managers would feel that both competencies and objectives are important, it is more important to do a […]
Yes. No matter how many levels there may be in the final overall rating, it’s a good idea to vary the number of levels and the labels or descriptors used for the assessments of different elements within the body of […]