This process requires:

Effective performance management helps the organization achieve its business objectives

Use the system to provide information for day to day decisions about salary, benefits and recognition programs

Serve as a basis for developing employees' knowledge and skills

Leniency: The reviewer rates everyone near the top

Strictness: The rater favors lower ranking

Central Tendency: The rater puts everyone near the middle of the scale

Meeting at wchi managers discuss employee performance ratings

Provide evidence supporting their ratings with the goal of eliminating influence of rating errors.

Performance measurement that combines information from employees

Simple Ranking

Forced Distribution: Assigns a certain percentage of employees to each category in a set of categories

Paried Comparisons: Compares each employee with each other employee to establish rankings

Graphic Ranking Scale: List traits and provide a rating scale for each traits

Mixed-Standard Scale: Uses several statements describing each trait to produce a final score for that trait

Critical-Incident Method

Behaviorally Anchored Rating Scale (BARS)

Behavioral Observation Scale (BOS)

Organizational Behavir Modification (OBM)

Productivity

Management by Objectives (MBO)

Total Quality Management (TQM): Provides methods for performance measurement and management

Performance measurement combines measurements of attributes and results

2 kinds of feedback in TQM

Coaches provide feedback to their team just as managers provide feedback to their employee

Individuals know what they are doing well and what areas they may need to work on based on feedback

Should be regular, expected management activity

Annual feedback is not enough

Employee should receive feedback so often that they know what the manager will say during their annual performance review

Managers should be prepared for each formal feedback session

Tell-and-Sell: Managers tell employees their ratings and then justify those ratings

Tell-and-Listen: Managers tell employees their ratings and then let employees explain view

Problem-Solving: Managers and employees work together to solve performance problem

Based on valid job requirements, with requirements for job success clearly communicated to employees

Evaluates behaviors or results, rather than traits

Multiple raters (including self-appraisal) used

All performance ratings reviewed by upper-level managers

Appeals mechanism for employees