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1、HRM and Staff Appraisal,Staff Performance Appraisal Systems,the number one American management problem.It takes the average employee(manager or non-manager)six months to recover from it.(Peters,1989;p.495)Most large businesses have staff appraisal schemes.Even with no formal scheme,judgments are mad
2、ebenign,beneficial or insidiousabout continuity of employment,promotion,reward,redundancy,inclusion/exclusion.formal policy for systematic,job-related feedbackboss/subordinate appraisal encounters potential for problems and frustrationYet companies and participants say that benefit stems from the pr
3、ocess.,Purposes of Staff Appraisal,Review past performance and give feedbackDefine expectations,directions and objectives to improve performanceAssess and support training&development needs(learning,job/career change)Discuss and encourage potential/promotabilityCommunicate review and assessment of a
4、dditional rewardsMake retention decisions(probationary period),Types of Staff Appraisal Scheme,Informal and unsystematicFormal schemes:policy(fabric and process)Rating scales/formsTrait(X has these personal qualities)Behaviour(X demonstrates these behaviours)Competencies(X performs with this level o
5、f competence)MbO-Results-oriented appraisal(delivers against agreed targets)360 o appraisal(stakeholder feedback to the manager)Self-appraisal,Rating Approach(Traits/behaviour),Criteria and culture imperativesWeightingForced choiceSemantic differentialAppraiser knowledgeInterpretation for advancemen
6、t,Results oriented,MbO Tenets?,Standards/targetsFocus and channel effort.Evaluate progress and performance“quality“MbO discussions involve structured,mutual and challenging processWhat is expected of me?realistic,attainable targets(not exploitative demands)trust and sharinganalysis,problem-solving+2
7、-way feedback(experiential learning)Theory Y:balancing individual needs with organisational situationopenings for personal growth/learning in the job plandelegating responsibility-empowering(scope,authority+resources to handle matters).Identify internal&external barriers,Learning from Experience and
8、 MbO,D Kolb,Rubin&McIntyreOrganisational Psychology,Addison Wesley,A model forpersonal awareness and development,The enormity of MbO principles and imperatives,MbO oozes common-sense Humbles method(early 1970s)posed problemsDecomposing objectives-corporate to individualAtomistic vs.the whole,detaile
9、d,time-consumingskill in articulating objectivestime/skill to engage in ideal ways.lip-service,inconsistency,bureaucracy,meetings&records80/20 principle-4/5 key job areas where results really matter.Assumptions:We comprehend what we are trying to achieve,what is wanted.We are trained,competent and a
10、s oneWe both need and give recognition/credit+room to perform.,MbO Tenets for Maintenance and Innovation,MbO useful for defining expectations-targeting.new staffAs a review process for self”,the manager and the teamMAINTENANCE Objectives/targetsrolling review OF key matters-creative,planned maintena
11、nceavoid slippage and entropy(tiredness,complacency,wear-and-tear)potential for Kaizen/CQIdiscourse on corporate valuesNEW INNOVATION-PROJECTsignificant job change-re-assign to new projectformal delegation of new areas”-responsibility,authority,resourcesmanage challenge,ambiguity and risk avoid over
12、load-too many new projects at once,Defining SMART Objectives,Objectives should be:Specific(not general and vague,or activity focused with an unclear purpose)MeasurableAchievable(not over optimistic/pessimistic)Realistic(not too numerous and unbalanced)Time specific(not indeterminate)-focus on milest
13、ones-Is responsibility balanced with authority and resources?-Are start and end points well defined?-Is progress/monitoring data available?Visibility?-Targets linked to plans-how the standard/target will be achieved?-Focusing individual standards and targets in a team setting?-Possibility of ethical
14、 dilemmas?,Staff Appraisal and Key Result Areas,Define key tasks for KRA 5,task,quality and risk analysis role demands,choices,constraints ambiguities.overloads,pressures/conflicts what is difficult and safety critical?what is vital for organisational success?,generic&job specific competence technic
15、al&socialcontext and range,Conceptualising thisOperationalising thisKeeping it goingThe reality of the process,MbO Record,Signed:(Post-holder),Signed:(Manager),The BureaucracyHR Information systemDirect links to PRP?,Evaluate these examples against the SMART principles,complete project X by mid-summ
16、erachieve 95%deliveries within 24 hrs of order and 99%within 48 hrs.maintain staff awareness about customer relations policycontact all customers within 6 months and renew service contracts.implement Key-Note promotion to secure 70 new Gold Star customers open new shop on schedule and within budgetc
17、omplete all ISO9000 documentation and secure accreditation by Christmas.,Conducting a staff appraisal meeting,Tell and sell,ski instructor approachappraiser as judge,tells/reveals the conclusion of his/her appraisal andadvice how to improveobtain/field appraisee reaction(will this change the assessm
18、ent?)assumes reasonably frank,high trust exchange when and for whom is this approach appropriate?Mentoring,Problem-solving Approachthe meeting and outcome emerge as a process of interaction the answer is not known beforehand,Conducting a staff appraisal meeting-2,Preparation Appraisee briefing and r
19、eviewAppraiser reviewReview meetingrenew personal contact/rapportthe agendareview events,progress&outcomesgive feedback(two-way)&encouragementavoid blame,target standards,requirements and prioritiescritical questions+reflective observation/analysisconsider job/role change and personal developmentnew
20、 SMART targets,agree plans/action and supportsummarisePersonal closure,record and follow-up,Conducting a staff appraisal meeting-3,AvoidLack of preparationLose sight of the whole person and whole performanceSide-lining real problemsNot differentiating fantasy and realitySmoke-screens,bluster,argumen
21、tVictimisation,bullying,humiliationConfrontation without trust&mutual understandingUnbalanced agenda coverageNit-picking and missing the KRAsTime guillotineOver-zealous deluge and undermining confidenceNow Ive got you.Everyone says that.,Conducting a staff appraisal meeting-4,SkillsSituation apprais
22、al,problem definition,objective setting and resource allocation,solution development,examination of options,potential problem analysis,planning and implementation.Securing agreement and ownership Genuine regard for and commitment to the otherCommitment to the processEmpathy vs.sympathyGiving and rec
23、eiving feedback Questioning and active listeningLeading/inspiring,Problems for Appraisers,Prejudice and distortion of judgement:-both ways.Halo/HornsInsufficient knowledge of appraiseeDistinguishing appraisees work from context in which they workComparison with other appraisees.Cumbersome documentat
24、ion,too clever,prescriptive.Consistent reporting by appraisers.The formality:the encounter has a lot riding on it.Outcomes ignored+follow-up fails to take place.Everyone is just above averageMost appraisees seek reassurance that“all is well”.Appraising the wrong things-behaviours actual work Some co
25、ncerns,outcomes,competencies are difficult to evaluate and articulatePreparing,meeting and following-up AND doing your own job!,Personnels Staff Appraisal Function/Role,Control and development function to advise the organisation on its staff appraisal system.Commission,maintain and evaluate the syst
26、em train managers and ensure that appraisals take place properlyoversee decisions(merit awards?)staff appraisal information systemorganise communication flowsanalyse/summarise appraisal records to audit people resources/issues up-date staff records follow up on individual/group training needs,employ
27、ee potential and succession handle appeals-verify managerial fairness!Are these things done?Does the data flow around the organisation?Do such procedures and controls justify the costs?,The Appraisal Prescription,Despite problems,appraisal schemes are recommendedCorporations invest time,energy and r
28、esources.Much advice on managing the processOriginsDouglas McGregor,1960,The Human Side of Enterprise(1960)Theory Y-integrating individual and organisational needs to optimise performance.How?job/role definition,targeting,planning(within staff appraisal)supportive,mutually evaluative boss-subordinat
29、e relationshipfocusing employee energy on business objectivesperformance-related criteriadevelopment needs and interests,Theory Y and development ideology,Theory Y references high order motivational needsSupervisors are urged to create and maintain conditions forparticipative,trusting team relations
30、hipsrealise employee capacity to be creative and self-managing individual growth,stimulus,empowerment,problem-solving Appraisal practicea means to embed socially positive,individually beneficial and organisationally essential norms into the conduct of manager-staff relationships and work arrangement
31、s and rewardsensures that motivational needs for security-orderliness-predictability,social acceptance and self-esteem/status are not chronically under-served.reinforces the organisational discourse of performance,quality,commitment and membership.,Slogan:Adopt an appraisal policy and reap the benef
32、its!,Potential outcomesimproved communication between manager and worker better linking of business priorities with how the individual delivers their job performances enhanced loyalty,commitment to work,personal identification and motivation to perform,Two Perspectives-Control and Development,Staff
33、Appraisal as a Control System Standard procedure to regularise behaviour(appraisers&appraisees)A rational-legal system.Conform and appraise to a standard.The policy and proceduredefines and requirescommunicates criteria of performance,values and expectationsrequires routine meetings with staff to re
34、view roles and priorities systematically focus on current issues being articulated by management assumes 2-way feedback(Theory Y vs Theory X)encourages analysis,planning,agreement and documentation by formula.promote unitary and organisational commitments through individualsantipathy where staff do
35、not share the same values as managers,Two Perspectives-Control and Development,Appraisals as a Development Process Still a standard operating procedureJob review is diagnostic-joint problems,needs,interestsFeedback-essential for learning and adaptationTheory X-imposed,potentially coercive,one-sided
36、appraisalTheory Y-requires trust and belief in the process itself with the parties getting meaningful,tangible benefit from the activitythe continuity/follow-up events.,The developmental proposition?,What are the costs of set up a scheme and maintaining it-year in year out?Assume a business of,say,5
37、,000 employees.Resource-hungry and costly to design,implement and maintain.Are individual and group performances significantly enhanced by the investment?Are benefits significant and measurable compared to no formal or systematic activity?At a participant level,appraisers and appraisees need tofind
38、the process useful(joint benefit)and not too arduous.get a personal return from commitment&energy,Participative Management Cultures,organisational commitment to participative managementopen,interactive culturestress the humanistic,development side of staff appraisal.The HRM,Investors in People doctr
39、inelinked to quality,competitive business-the Be Excellent School.Messages of staff appraisal reflect A focus on performance,achievement and individuality employees are more than factors of production-they are valued in and of themselves-as people.,Conclusions,Staff appraisal systems are regulative,
40、controlling methodsThey reflect HRM norms and despite problems,organisations still do it.Millions undergo formal appraisal.Much attention&resource is investedPractical issues.They need to be conducted wellBe quizzical about what they can or cannot achieve.Are they an act of faith?Is there real evide
41、nce that the big approach really works?Is the promise greater than what is actually delivered?What are the ethical and unethical angles?Tension between control and development.Development emphasises a supportive,constructive conversation rather than unilateral imposition&bureaucratic form-filling.,S
42、eminar Questions,Is staff appraisal suitable only for managerial,professional and technical posts with a considerable discretionary element to them?Is it unsuitable for routinised,simple operative jobs?How can we evaluate whether the benefits of both approaches to staff appraisal(control versus deve
43、lopmental)are satisfied and achieved in a single scheme?Who should/should not conduct the appraisal interview?What problems arise when an individuals actual performance is substantially affected by external and internal events over which he/she has little or no control?How best can we focus on the i
44、ndividuals performance in these situations?,Exercise,Work with a colleague-a friendly critic with whom you have a good working relationship and who knows your job(and you,theirs).Engage in a job review conversation.As preparation,write down information relating to the followingA very important activ
45、ity,priority or key area of your jobA less frequent activity(not necessarily important)which occupies a good deal of time.An important activity unlikely to appear in your diary.You know it is important although others(including the boss)may be unclear of this.The most important activity not so far l
46、isted Each person should lead an appraisal meeting.Through questions,discussion and summary assist the other in reviewing their performance(efforts,achievements,problems).Aim to define actual performance-successes and gaps clearly.pin down what must be done to maintain or improve performance identif
47、y where you need to develop-learn more and apply more skill Identify contradictions and points of tension-discuss how to tackle these.What steps are needed internal to the job and external(outside work).Focus on information gathering,developing understanding and giving feedback to each other.Be supportive and give positive reinforcement-but be probing-avoid being bland and hunky-dory.Evaluate the usefulness of discussing your work with someone who was well informed,but not your boss.,
