Professional Documents
Culture Documents
Management
Morgan Stanley
&
Rob Parson
Questions
Performance Appraisal
Systems
Deming on Performance
Ratings
Purposes of
Performance Appraisal
Problems in Performance
Rating
Halo
Stereotypes
Overweight negative information
Lack of sufficient observation
Memory: primacy / recency
Leniency
Central tendency
Justification for salary
Ability to write
Performanc
e
Manageme
nt System
Trait
Ratings
Global
rating
Forced
Ranking
MBO
BARS / BES
360 Degree
Pro
Con
Alcoa
American Airlines
AT&T
American Express
Boeing
General Electric
Glaxo
General Mills
Hewlett-Packard
Intel
Monsanto
Merck
Herman Miller
J.P. Morgan
Morgan Stanley
Motorola
Procter & Gamble
Levi Strauss
3M
UPS
FedEx
Compaq
Common Pitfalls
Lack of safeguards
Over-reliance on technology
Administrative overhead
Incongruence with the culture
Incongruence with other systems
Cronyism in selection of raters
Lack of training
Lack of supervision and follow up
Results in too much data
Not linked to key success factors
Legally Defensible
Performance Appraisal
Choices Embedded in
Appraisal Systems
Who is evaluated?
What is evaluated?
Who performs the evaluation? Who has
input?
Who sees the evaluation? For what
purpose?
When is it conducted?
Is the evaluation OBJECTIVE or
SUBJECTIVE?
Is performance RELATIVE or ABSOLUTE?
Fundamental Questions
about Performance
Appraisal
Two Dimensions of
Evaluation
Managing Performance
Evaluating performance
Diagnosing performance
Providing feedback on
performance
Linking performance with rewards
& punishments
Coaching, counseling & developing
Performance Assessment
& Diagnosis
Coaching
Helpful Feedback