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1. Critically assess the positive and negative aspects of Performance Appraisal ( PA) systems in terms of their effect on behaviours , motivation and teamwork . - PowerPoint PPT Presentation
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• 1. Critically assess the positive and negative aspects of Performance Appraisal (PA) systems in terms of their effect on behaviours, motivation and teamwork.
• Depending upon your conclusions suggest how PA systems might be modified, or what might replace them in order to better align performance management approaches with leadership theory.
• 2. Use your wiki to develop your ideas using the library database and other sources appropriately to support your views.3. Prepare a short presentation (10 – 15 minutes) of your team's findings. Make sure that in your presentation you cite all reference sources that you use, using APA format, and provide a reference list (as the last slide if you are using a slide show to support your presentation).4. Present your findings on Wednesday 23 February at 9.00 am in IMC Room 249.
1MBE2010/11 A-1
11 PAs Evaluation, using Scoring Assessmentwith the Leadership Theories.
MBE A-1
Methodology 1. AnalysisI. Select 11 PAsII. Pros-Cos AnalysisIII. Team Assessment, scoring
2. DevelopmentI. Evaluation from BehavioursII. Evaluation from MotivationIII. Evaluation from Teamwork
3. ConclusionI. Summary (Modification)II. Replacement
11 Performance Appraisals are:
1. Critical incident method 2. Weighted checklist method3. Paired comparison analysis4. Graphic rating scales 5. Essay Evaluation method 6. Behaviourally anchored rating scales 7. Performance ranking method8. Management By Objectives (MBO)
method 9. 360 degree performance appraisal 10. Forced ranking (forced distribution) 11. Behavioural Observation Scales
3MBE2010/11 A-1
Disclaimers*This result was analysed, using the average of scoring by MBE A-1 (n=6), therefore, this result can not be identified and verified as a official research outcome on the course of WMG.*This analysis should be calculated by relative evaluation, however, it can not avoid human bias on the calculation precisely, because assessors are not professional.
1. Critical incident method
Series10.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
1.92 2.33 2.33
Behaviours Motivation Teamwork
Pros Might reduce frequency of negative critical incidents.
ConsNo information given back to employees.Would probably lead to a negative incident bias.Employees may worry about the consequences.Employees may conceal information regarding incidents.
Manager writes down positive and negative performance behavior of employees throughout the performance period.
4MBE2010/11 A-1
Analysis
Source: Woolsey, K. L. (1986)
2. Weighted checklist method
Series10.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
2.92
2.08 2.08
Behaviours Motivation Teamwork
ProsHelps managers to evaluate performance.If done objectively, can enhance teamwork.
ConsHuman bias by leaders/raters/supervisors all possible.Process is expensive and time consuming.Can be difficult to analyze data.Limited to behavioral observations, not open-ended.
This method describe a performance appraisal method where rater familiar with the jobs being evaluated prepared a large list of descriptive statements about effective and ineffective behavior on jobs.
5MBE2010/11 A-1
Analysis
Source: Park, K., & Kim, J. (1990)
3. Paired comparison analysis
Series10.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
3.08 3.50 3.50
Behaviours Motivation Teamwork
ProsHelps managers decide where employees would be most effective.Useful when priorities are not clear.Peoples skills are recognised
ConsWeightings need to be reviewed regularly, due to changing requirements, markets, etc.People may be assigned to jobs they would prefer not to do, solely because they are good at them.
A range of plausible options is listed. Each option is compared against each of the other options. The results are tallied and the option with the highest score is the preferred option.
6MBE2010/11 A-1
Analysis
Source: Katz, B., Bruck, M., & Coleman, W. (2001)
4. Graphic rating scales
Series10.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
2.92 2.75 2.42
Behaviours Motivation Teamwork
ProsEasy to understand for leaders and employees.Shared and individual goals.Quantitative comparisons possible.Could be used in most departments.
ConsDoes not give reasons as to why supervisors give particular ratings.Used subjectively in many cases.Not valid if comparing employees rated by different supervisors.
The Rating Scale is a form on which the manager simply checks off the employee’s
7MBE2010/11 A-1
Analysis
Source: Keavenya, T. J., & McGann, A. F. (1975)
5. Essay Evaluation method
Series10.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
3.42 3.50 3.42
Behaviours Motivation Teamwork
ProsNon-quantitative, descriptive evaluation can be very important for improvement.
ConsCould be biased.Evaluator might do it without fully assessing employee.Can take a long time and be uneconomical
This method asked managers / supervisors to describe strengths and weaknesses of an employee’s behavior. Essay evaluation is a non-quantitative technique.
8MBE2010/11 A-1
Analysis
Source: Smith, B. N., Hornsby, J. S., & Shirmeyer, R. (1996)
6. Behaviorally anchored rating scales
Series10.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
3.33 3.08 3.25
Behaviours Motivation Teamwork
ProsQuantitatively assesses how well certain specific behaviors are exhibited.Could help managers to understand link between certain behaviors and critical incidents.
ConsCan take a long time to create and develop effective indicators.Bias and subjectivity could be present.
This method used to describe a performance rating that focused on specific behaviors or sets as indicators of effective or ineffective performance. It is a combination of the rating scale and critical incident techniques of employee performance evaluation.
9MBE2010/11 A-1
Analysis
Source: Smith, B. N., Hornsby, J. S., & Shirmeyer, R. (1996)
7. Performance ranking method
Series10
0.51
1.52
2.53
3.54
4.55
2.25 2.50
1.67
Behaviours Motivation Teamwork
ProsIndividually quite motivating, especially for competitive employees.Could be effective in short-term.
ConsDifficult to evaluate fairly.Would encourage competition with employees only looking out for themselves.Instills fear and can be demoralizing for those with low rank.
Ranking is a performance appraisal method that is used to evaluate employee performance from best to worst. It is a combination of the rating scale and critical incident techniques of employee performance evaluation.
10MBE2010/11 A-1
Analysis
Source: Katz, B., Bruck, M., & Coleman, W. (2001)
8. Management By Objectives (MBO) method
Series10
0.51
1.52
2.53
3.54
4.55
3.83 3.83 3.33
Behaviours Motivation Teamwork
ProsBased on employee/manager input and commitment.Gives focus and direction to employees.Periodic re-evaluation keeps progress on track.
ConsGoal-oriented approach that may not understand the limitations of the process to achieve (Red-bead).May limit people to reaching targets, when they could exceed them.De-motivates those unable to improve or achieve targets.
MBO is a process in which managers / employees set objectives for the employee, periodically evaluate the performance, and reward according to the result. MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished (methods)
11MBE2010/11 A-1
Analysis
Source: Ivancevich, J. M. (1972).
9. 360 degree performance appraisal
Series10
0.51
1.52
2.53
3.54
4.55 4.42
4.08 4.08
Behaviours Motivation Teamwork
ProsWide scope of feedback makes use of all possible sources of experience.Motivator to perform on all fronts.Removes subjectivity aspects of other methods.Identifies strengths and areas for improvement.Anonymous, so no fear of reprisal from those who are rated.Holds even the management accountable.Can address skills, competencies, behaviors.Very flexible.
ConsExtremely time-consuming for all involved.Limitations where new employees are involved (may not have experience as assessors, other people might not know them well, etc…)
360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them.
12MBE2010/11 A-1
Analysis
Source: Pollack, D. M., & Pollack, L. J. (1996)
10.Forced ranking (forced distribution)
Series10
0.51
1.52
2.53
3.54
4.55
2.7
3.6
1.8
Behaviours Motivation Teamwork
ProsCan create a high-performance culture.Framework is fixed and does not depend on changing market requirements.
ConsWould encourage cut-throat competition with employees only looking out for themselves.Makes collaboration almost impossible.Harms morale.
Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution. For example, the distribution requested with 10 or 20 percent in the top category, 70 or 80 percent in the middle, and 10 percent in the bottom.
13MBE2010/11 A-1
Analysis
Source: Smith, B. N., Hornsby, J. S., & Shirmeyer, R. (1996)
11. Behavioral Observation Scales
Series10
0.51
1.52
2.53
3.54
4.55
3.08 2.33 2.58
Behaviours Motivation Teamwork
ProsAvoid critical incidents by understanding who/what might cause them.Allows management to identify patterns in employee behaviors.
ConsEmployees may conceal information from supervisors.Can de-motivate staff as there is no room for experimentation; failure is punished.Could be biased.
Behavioral Observation Scales is frequency rating of critical incidents that worker has performed.
14MBE2010/11 A-1
Analysis
Source: Topel, R. (1993)
Result of Scoring -TableBehaviours Motivation Teamwork
1. Critical incident method 1.92 2.33 2.33 2. Weighted checklist method 2.92 2.08 2.08 3. Paired comparison analysis 3.08 3.50 3.50 4. Graphic rating scales 2.92 2.75 2.42 5. Essay Evaluation method 3.42 3.50 3.42 6. Behaviorally anchored rating scales 3.33 3.08 3.25 7. Performance ranking method 2.25 2.50 1.67 8. Management By Objectives (MBO) method 3.83 3.83 3.33 9. 360 degree performance appraisal 4.42 4.08 4.08 10.Forced ranking (forced distribution) 2.70 3.60 1.80 11. Behavioral Observation Scales 3.08 2.33 2.58
Basic Collection DataN=6, Scoring Range between 1 and 5;5: Very Good4: Good3: Acceptable2: Partly Acceptable1: Not Acceptable
AVG of indivi Scores= (∑X)/n
MBE2010/11 A-1 15
Development
Result of Scoring -Graph
1. Critical incident method3. Paired comparison analysis
5. Essay Evaluation method7. Performance ranking method
9. 360 degree performance appraisal11. Behavioral Observation Scales
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
BehavioursMotivation
Teamwork
MBE2010/11 A-1 16
Development
AP selection from Behaviour’s Point of View
MBE2010/11 A-1 17
3. Paired comparison analysis6. Behaviorally anchored rating scales
9. 360 degree performance appraisal
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Behaviours
Motivation
Teamwork
Development
Source: Deming (1993)
Knowledge of a system
Knowledge of Variation
Knowledge of Psychology
Theory of Knowledge
SoPK
CEOSnr Mngs
MngsSupervisers
Ops
CEOSnr Mngs
MngsSupervisers
Ops
Control Coac
h
Leadership & SoPK
AP selection from Motivation’s Point of View
MBE2010/11 A-1 18
3. Paired comparison analysis6. Behaviorally anchored rating scales
9. 360 degree performance appraisal11. Behavioral Observation Scales
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Behaviours
Motivation
Teamwork
Development
Source: Maslow, A. (1954) & Herzberg (1959)
Self-Actualisation
Esteem
Social
Safety
Physiological
Motivational Factors
Hygiene Maintenance
Factors
MasLow’s Hierarchy of needs
Herzberg’s Motivation Hygiene
Theory
AP selection from Teamwork’s Point of View
Action Centred Leadership
MBE2010/11 A-1 19
3. Paired comparison analysis6. Behaviorally anchored rating scales
9. 360 degree performance appraisal
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Behaviours
Motivation
Teamwork
BehavioursMotivationTeamwork
Development
Task
TeamIndividual
Source: Adair (1973)
Positioning Map Analysis of PAs
Red bead Leaders
△
Leadership
Excellence◎
Dead Walking Leaders
×
Reporter△
MBE2010/11 A-1 20
Add-Value
InformationNo Information
Zero-Value
①
Positioning Map Analysis of PAs
Red bead Leaders
△
Leadership
Excellence◎
Dead Walking Leaders
×
Reporter△
MBE2010/11 A-1 21
Add-Value
InformationNo Information
Zero-Value
①
①
⑨⑧
⑤②④
⑥③
⑩⑪⑦
Lack of Info
Lack
of A
dd-V
alue
Modification from the outcomes
MBE2010/11 A-1 22
Behaviours9. 360 degree performance appraisal 4.42
8. Management By Objectives (MBO) method 3.83
5. Essay Evaluation method 3.42 6. Behaviorally anchored rating scales 3.33
3. Paired comparison analysis 3.08 11. Behavioral Observation Scales 3.08
4. Graphic rating scales 2.92 2. Weighted checklist method 2.92 10.Forced ranking (forced distribution) 2.70
7. Performance ranking method 2.25 1. Critical incident method 1.92
Motivation9. 360 degree performance appraisal 4.08
8. Management By Objectives (MBO) method 3.83
10.Forced ranking (forced distribution) 3.60
3. Paired comparison analysis 3.50 5. Essay Evaluation method 3.50 6. Behaviorally anchored rating scales 3.08
4. Graphic rating scales 2.75 7. Performance ranking method 2.50 1. Critical incident method 2.33 11. Behavioral Observation Scales 2.33
2. Weighted checklist method 2.08
Teamwork9. 360 degree performance appraisal 4.08
3. Paired comparison analysis 3.50 5. Essay Evaluation method 3.42 8. Management By Objectives (MBO) method 3.33
6. Behaviorally anchored rating scales 3.25
11. Behavioral Observation Scales 2.58
4. Graphic rating scales 2.42 1. Critical incident method 2.33 2. Weighted checklist method 2.08 10.Forced ranking (forced distribution) 1.80
7. Performance ranking method 1.67
Conclusion
Behaviours
MotivationTeamwork
1. Wide scope of feedback makes use of all possible sources of experience2. Helps managers to evaluate performance.3. Easy to understand for leaders and employees.4. Quantitative comparisons possible.5. Non-quantitative, descriptive evaluation can be very important for
improvement.6. Could help managers to understand link between certain behaviors and
critical incidents.7. Periodic re-evaluation keeps progress on track.8. Allows management to identify patterns in employee behaviors.
MBE2010/11 A-1 23
1. Identifies strengths and areas for improvement.
2. Motivator to perform on all fronts.3. Peoples skills are recognised4. Shared and individual goals.
1. Can address skills, competencies, behaviors.
2. If done objectively, can enhance teamwork.
3. Gives focus and direction to employees4. Framework is fixed and does not
depend on changing market requirements.
Conclusion
Options to Replace Performance (Modification)
Giving DirectionGiving Feedback & Identifying areas for trainingDeveloping a new Reward System (not only based on financial reward).Providing an Objective Basis for PromotionMotivating Staff
References
• Adair, J. (2006). Action -Centered-Leadership. In Leadership and Motivation (pp. 19-35). Kogan Page Ltd; Reissue.• Adair, J. (1987). The leader. In Effective Teambuilding (pp. 116-125). Business Management.• Deming, E. W. (1993). The new economics: for industry, government, education. Cambridge: MIT, Centre for Advanced
Engineering Study.• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work (2nd ed.). New York: John Wiley &
Sons.• Ivancevich, J. M. (1972). A Longitudinal Assessment of Management by Objectives. Administrative Science Quarterly
Vol. 17, No. 1, Mar., 1972 , 126-138.• Katz, B., Bruck, M., & Coleman, W. (2001). The Benefits of Powered Liposuction Versus Traditional Liposuction: A
Paired Comparison Analysis. Dermatologic Surgery Volume 27, Issue 10 , 851-914.• Keavenya, T. J., & McGann, A. F. (1975). A comparison of behavioral expectation scales and graphic rating scales.
Journal of Applied Psychology Volume 60, Issue 6 , 695-703.• Park, K., & Kim, J. (1990). Fuzzy weighted-checklist with linguistic variables. Reliability Volume: 39 Issue:3 , 389 - 393 .• Pollack, D. M., & Pollack, L. J. (1996). Using 360 Degree Feedback in Performance Appraisal. Public Personnel
Management, Vol. 25 .• Smith, B. N., Hornsby, J. S., & Shirmeyer, R. (1996). Current Trends in Performance Appraisal: An Examination of
Managerial Practice. SAM Advanced Management Journal, Vol. 61 .• Topel, R. (1993). Discretion and bias in Performance Evaluation. European Economic Review 37 , 355-365.• Woolsey, K. L. (1986). The Critical Incident Technique: An Innovative Qualitative Method of Research. Canadian
Journal of Counselling, v20 n4 , 242-254.
MBE2010/11 A-1 24
Q & A
Thank you
MBE2010/11 A-1 25