Transcript Diapositiva 1 - fabionoia.it

HUMAN RESOURCE
What is appraisal?
What is
assessment?
Edited by Fabio Emanuele Noia, Link Campus University of Malta, 2006
Chapter 8
Appraisal and Performance
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
http://www.palgrave.com/business/brattonandgold/
Appraisal
____________
A process that
provides an analysis of
a person’s overall
capabilities and
potential, allowing
informed decisions to
be made for particular
purposes.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Assessment
____________
An important part of
the appraisal process,
whereby data on an
individual’s past and
current work, behavior
and performance are
collected and
reviewed.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
PMS
___________
Integrated Performance
Management Systems,
often based on a
competency framework,
provide vital data for
rational, objective and
efficient decision making
relating to improving
performance, identifying
training needs, managing
careers and setting levels
of reward.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Purpose of appraisal
____________
•Improve individual performance
•Improving motivation and morale
•Clarifying expectations and
reducing ambiguity about
performance
•Determining rewards
•Identifying training and
development opportunities
•Improving communication
•Selecting people for promotion
•Managing careers
•Counselling
•Discipline
•Planning remedial actions
•Setting goals and targets
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Features of Performance
management
____________
•Objective setting and review
•Annual appraisal
•Personal development plan
•Self appraisal
•Performance related pay
•Coaching/mentoring
•Career management
•Competence assessment
•Twice-yearly appraisal
•Subordinate appraisal
•Continuous assessment
•Rolling appraisal
•360° appraisal
•Peer appraisal
•Balanced scorecards
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Main Purpose of appraisal
____________
1.
The making of
administrative decisions
concerning pay, promotions
and careers, and work
responsibilities – the
judgement purpose
2.
The improvement of
performance through the
discussion of development
needs, identifying training
opportunities and the
planning of action – the
development purpose
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Findings (Meyer et al., 1965)
____________
•Criticism often has a negative
effect on motivation and
performance
•Praise has little effect
•Performance improves with
specific goals
•Participation by the employee in
goal-setting helps to produce
favorable results
•Interviews designed primarily to
improve performance should not
at the same time weigh salary or
promotion in the balance
•Coaching by managers should
be day to day rather than just
once a year
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Multisource
feedback
____________
Feedback is received
from all around a job
(360°) allowing for
more balance and
objectivity than a
single view from a line
manager (cost
increases)
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Competencies
____________
Competencies have
also been seen as a
way of facilitating the
review process, linking
personal development
plans (PDPs) to
strategy and to pay.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Criticism
____________
•Employees are able to accept
criticism if it is useful and
relevant to them and the work
they are doing.
•Feedback provides a chance of
improving performance and an
opportunity of continuing
dialogue between managers and
employees out of which will
emerge a joint understanding of
individual development needs
and aspirations.
•Continuous appraisal will work
better.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
A control paradigm
________________
Define work

Set measurable targets

Perform

Assess against targets
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Effectiveness
Some of the research evidence
has indicated that the reality of
appraisal may be less than
effective.
The problem may be due to the
way in which appraisal
processes are formulated, based
on an explicit or implicit
performance control orientation.
May contrast with high trusthigh commitment-high
productivity of High
Performance paradigm of HRM
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
From control to development
____________
The crucial contribution
towards creating
commitment, pride and trust
is, however, management’s
devotion to nurturing a
culture that supports the
long-term development of
people (Gratton, 1997).
Assessment and appraisal
can serve as the fulcrum of
such a process, while
accomodating for control
needs.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Alternatives to get useful information
•
The performance of work task can
be presented as a relationship
between means (attributes, skills,
knowledge, attitudes applied to
tasks) and ends (results,
measurements, standards) - Ouchi,
1979.
•
Between means and ends lies the
behavior of the individual in a
transformation process.
•
Through attention to the behavior
of an employee in the
transformation process data can be
provided for a whole gamut of
develomental decisions over time,
starting with adjustments to reach
minimum Standard and then
addressing career changes and
progression.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Developmental decisions
Job or Career
changes or
progression
Changing tasks
and standards
Immediate task
issues
Future task issues
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Managing control and
develoment paradox (Ouchi,
1979)
Knowledge of the transformation
process
PERFECT
HIGH
Ability to
measure
outputs
LOW
IMPERFECT
Behavior
or outputs
Outputs
Behavior
Inputs Self
Multisources
Competenci
es
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
To reconcile the
opposite needs of
control and
development PMSs
have been developed,
strategically integrated
with HRM processes.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Best value framework
in public sector
(customer/citizen
oriented – quality
driven approach):
•Strategic objectives
•Cost/efficiency
•Service delivery
outcome
•Quality
•Fair access
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Goal setting and
development need
diagnosis
The attitude of
management are
crucial as they are the
key actors in the
implementation of the
various HR processes.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
PMS
A PMS might
incorporate a
development center
(same as assessment
centers), a
performance
development plan
(PDP), and goal
setting.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Performance Management Cycle
Performance and
Development
Plan
End of year
review
including
multisource
appraisal
Ongoing
support
coaching
training
First Review
Second Review
Third Review
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Forms of appraisal
•
Top Down
•
Upward
•
Peer to Peer
•
360°
•
Self
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Performance Ratings
•
•
•
Inputs (dependability,
loyalty, decisiveness,
resorcefulness and stability
– difficult to define, low
reliability)
Results and outcomes
(production, sales, satisfied
costomers, … more
objective)
Behavior in performance
(“give praise to
employees”, …. rated from
excellent to unacceptable)
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Exercise
Appraisal and performance in University
education.
• Is the appraisal process effective and
fair?
• What are the main appraisal problems?
• How might you suggest improving the
appraisal process?