Resume Chapter 9
ALUMNO:
JONATHAN ALBERTO MONZON VEGA
NUMERO DE CONTROL:
22170248
MAESTRO:
JOEL ARTURO SANCHEZ BORBOA
Instituto Tecnológico de Culiacán
25 de noviembre del 2024
Performance Management: Performance management is a continuous process of
identifying, measuring, and developing employee performance to align with
organizational goals. It involves setting clear expectations, providing ongoing
feedback, offering coaching, and conducting evaluations. The process ensures
that employees understand their role, the standards they must meet, and how they
contribute to the company's success. Key aspects include goal setting, regular
performance reviews, and providing necessary training and development to
improve performance. The aim is to enhance both individual and organizational
performance.
Performance Appraisal: Performance appraisal is a formal evaluation of an
employee's job performance over a specific period. It typically occurs annually or
semi-annually, and involves assessing how well an employee has met
performance goals and expectations. The process may involve self-assessments,
peer reviews, and supervisor evaluations. The appraisal helps identify strengths,
weaknesses, and development needs, providing employees with constructive
feedback. Additionally, it can impact decisions related to promotions, raises, and
career development. The effectiveness of performance appraisals relies on clear
criteria, fairness, and open communication.
In summary, performance management focuses on ongoing support and
development to optimize employee performance, while performance appraisal is a
periodic assessment of that performance to guide decisions on rewards, training,
and career progression.
Few things supervisors do are fraught with more peril than appraising
subordinates’ performance. Employees tend to be overly optimistic about their
ratings. And they know their raises, careers, and peace of mind may hinge on how
you rate them. As if that’s not enough, few appraisal processes are as fair as
employers think they are Performance appraisal means evaluating an employee’s
current and/or past perfor mance relative to his or her performance standards.
There are five reasons to appraise subordinates’ performance.
● First, most employers base pay, promotion, and retention decisions on the
employee’s appraisal. Appraisals play a central role in the employer’s performance
management pro cess. Performance management means continuously ensuring
that each employ ee’s performance makes sense in terms of the company’s overall
goals.
● The appraisal lets the manager and subordinate develop a plan for correcting
any deficiencies, and to reinforce the subordinate’s strengths.
● Appraisals provide an opportunity to review the employee’s career plans in light
of his or her exhibited strengths and weaknesses.
● Finally, appraisals enable the supervisor to identify if there is a training need,
and the remedial steps required.
Managers often say that effective goals should be “SMART.” They are specific, and
clearly state the desired results. They are measurable, and answer the question
“how much?” They are attainable. They are relevant, and clearly derive from what
the manager and company want to achieve. And they are timely, with deadlines
and milestones.8 Research provides insights into setting motivational goals. The
accom panying HR Tools feature summarizes these findings.
A second basis upon which to appraise someone is to use a form with basic job di
mensions or traits such as such as “communication” or “teamwork.” The
assumption is that “good teamwork” is a useful standard for “what should be.”
Appraisals by the immediate supervisor are still the heart of most appraisal pro
cesses. Getting a supervisor’s appraisal is relatively straightforward and makes
sense. The supervisor is usually in the best position to observe and evaluate the
subordi nate’s performance, and is responsible for that person’s performance.
Some employers obtain employees’ self-ratings, usually in conjunction with
supervisors’ ratings. The basic problem, of course, is that employees usually rate
themselves higher than do their supervisors or peers, We will see that many
employers use digital tools to automate the appraisal/ performance management
process. With their digital dashboards, these tools moni tor, report, and correct
performance deviations in real time. Yet many employers still use traditional
performance appraisal tools like those described next.
The graphic rating scale is the simplest and most popular method for appraising
performance. You’ll find several varieties. As in the graphic rating scale in Figure 9-
2, the scale may lists several job dimensions or traits (such as “communication” or
“team work”) and a range of performance values (from “below expectations” to
“role model” or “unsatisfactory” to “outstanding”) for each trait. The supervisor
rates each subordi nate by circling or checking the score that best describes the
subordinate’s performance for each trait, and totals the ratings.
Ranking employees from best to worst on a trait or traits is another option. Since it
is usually easier to distinguish between the worst and best employees, an alterna
tion ranking method is most popular.
The paired comparison method makes the ranking method more precise. For every
trait (quantity of work, quality of work, and so on), you compare every employee
with every other employee).
With the critical incident method, the supervisor keeps a log of positive and
negative examples (critical incidents) of a subordinate’s work-related behaviors.
Every 6 months or so, supervisor and subordinate meet to discuss the latter’s
performance, using the incidents as examples.
A behaviorally anchored rating scale (BARS) is an appraisal tool that anchors a
numerical rating scale with specific illustrative examples of good or poor perfor
mance. Developing a BARS typically involves five steps:
1. Write critical incidents. Ask the job’s jobholders and/or supervisors to write
spe cific illustrations (critical incidents) of effective and ineffective
performance on the job.
2. . Reallocate incidents. To verify these groupings, have another team who also
knows the job reallocate the original critical incidents to the cluster they think
it fits best. Retain a critical incident if most of this second team assigns it to
the same cluster as did the first.
3. 4. Scale the incidents. This second group then rates the behavior described by
the incident as to how effectively or ineffectively it represents performance on
the dimension .
Three researchers developed a BARS for grocery checkout clerks. They collected
many checkout clerk critical incidents, and then grouped or clustered these into
eight performance dimensions: Knowledge and Judgment; Conscientiousness;
Skill in Human Relations; Skill in Operation of Register; Skill in Bagging;
Organizational Ability of Checkstand Work; Skill in Monetary Transactions; and
Observational Ability.
Performance management and appraisal are essential components of effective
human resource management. While performance management is an ongoing
process that focuses on continuous improvement, alignment with organizational
goals, and employee development, performance appraisal serves as a periodic
evaluation to assess achievements and identify areas for growth. Both processes
are interconnected and play a crucial role in driving organizational success by
ensuring that employees are motivated, supported, and aligned with the
company’s objectives. When implemented effectively, they contribute to a
productive work environment, foster employee growth, and enhance overall
performance.
