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1、 Chris Jarvis1BS3403HRM and Staff Appraisalhttp:/sol.brunel.ac.uk/bola/appraisal/Chris Jarvis2BS3403Staff 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
2、businesses have staff appraisal schemes. Even with no formal scheme, judgments are madebenign, beneficial or insidiousabout continuity of employment, promotion, reward, redundancy, inclusion/exclusion. formal policy for systematic, job-related feedbackboss/subordinate appraisal encounters potential
3、for problems and frustrationYet companies and participants say that benefit stems from the process.Chris Jarvis3BS3403Purposes of Staff AppraisalReview past performance and give feedbackDefine expectations, directions and objectives to improve performanceAssess and support training & development nee
4、ds (learning, job/career change)Discuss and encourage potential/promotabilityCommunicate review and assessment of additional rewardsMake retention decisions (probationary period)Chris Jarvis4BS3403Types of Staff Appraisal SchemeInformal and unsystematicFormal schemes: policy (fabric and process)Rati
5、ng scales/forms Trait (X has these personal qualities)Behaviour (X demonstrates these behaviours)Competencies (X performs with this level of competence)MbO - Results-oriented appraisal (delivers against “agreed“ targets)360 o appraisal (stakeholder feedback to the manager)Self-appraisalChris Jarvis5
6、BS3403Rating Approach (Traits/behaviour)5. Problem-solving - etc6. Appearance, manner and attendance4. Relationships & Values - etc3. Job Ability - etcHigh 6 5 4.3 2 1 Low Comments 2. Quality of Work Quality standards achieved? Efforts directed towards contract profit and cost targets? Reliable info
7、rmation, analysis and reports? High 6 5 4.3 2 1 Low Comments 1. Quantity of Work Manages work load No. of contracts & staff Job plans: complete accurate & up-to-date Staff records: complete, accurate & up-to-date Rating and Comments Job FactorCriteria and culture imperatives Weighting Forced choice
8、Semantic differential Appraiser knowledge Interpretation for advancementChris Jarvis6BS3403Results 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?real
9、istic, attainable targets (not exploitative demands)trust and sharinganalysis, problem-solving + 2-way feedback (experiential learning)Theory Y: balancing individual needs with organisational situationopenings for personal growth/learning in the “job plan“delegating responsibility - empowering (scop
10、e, authority + resources to handle matters). Identify internal & external barriersChris Jarvis7BS3403Learning from Experience and MbOActual ExperienceReflective ObservationAbstracting & TheorisingTesting & experimentingLEARNING CYCLED Kolb, Rubin & McIntyre Organisational Psychology, Addison WesleyA
11、 model for personal awareness and developmentChris Jarvis8BS3403The enormity of MbO principles and imperativesMbO oozes “common-sense“ Humbles method (early 1970s) posed problemsDecomposing objectives - corporate to individual Atomistic vs. “the whole“, detailed, time-consuming skill in articulating
12、 “objectives“ time/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 “as one“We both need a
13、nd give recognition/credit + room to perform. Chris Jarvis9BS3403MbO Tenets for Maintenance and InnovationMbO useful for defining expectations - targeting. new staff As a review process for “self”, the manager and “the team“MAINTENANCE Objectives/targets rolling review OF key matters - creative, pla
14、nned maintenance avoid slippage and entropy (tiredness, complacency, wear-and-tear) potential for Kaizen/CQI discourse on corporate valuesNEW INNOVATION - PROJECT significant job change - re-assign to new project formal delegation of new “areas” - responsibility, authority, resources manage challeng
15、e, ambiguity and risk avoid overload - too many new projects at onceChris Jarvis10BS3403Defining SMART ObjectivesObjectives should be:Specific (not general and vague, or activity focused with an unclear purpose)MeasurableAchievable (not over optimistic/pessimistic)Realistic (not too numerous and unb
16、alanced)Time specific (not indeterminate) - focus on milestones- 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?
