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HRM350-Learning Outcomes
Chapter Nine- Performance Management and Appraisal
- !escri"e the four "asic t#pes of appraisal inter$ie%s&
Answer: The first type of appraisal interview is the
satisfactory-promotable appraisal interview.This occurs when the
person's performance is satisfactory and there is a promotion
ahead. Theobjective is to discuss the person's career plans and to
develop a specific action plan for the
educational and professional development the person needs to
move to the next job.
The second type of interview is the satisfactory-not promotable
appraisal interview. This is foremployees whose performance is
satisfactory but for whom promotion is not possible. The
objective is to maintain satisfactory performance. The best
option is to find incentives that are
important to the person.
The third type of interview is the unsatisfactory but
correctable interview. In this situation, theobjective is to
develop an action plan for correctin the unsatisfactory
performance.
The final type of interview is the unsatisfactory-uncorrectable
interview. In this situation, the
interview may even be s!ipped. The person's poor performance is
tolerated or the person isdismissed.
'- (n a "rief essa#) descri"e the three steps in the performance
appraisal process&
Answer: The performance appraisal process itself contains three
steps: "# define the job, $#appraise performance, and %# provide
feedbac!. &efinin the job means ma!in sure that the
manaer and employee aree on his or her duties and job standards.
Appraisin performance
means comparin the employee's actual performance to the
standards that have been set. inally,
the performance appraisal process re(uires one or more feedbac!
sessions. In these sessions, themanaer and employee discuss the
employee's performance and proress and ma!e plans for any
development re(uired.
3- *h# is it important for a manager to appraise a su"ordinate+s
performance, Ho%can a manager handle a su"ordinate %ho is defensi$e
%hen told that his or her
performance is poor,
Answer: There are four reasons for conductin performance
appraisals. irst, appraisals play an
interal role in the performance manaement process. )econd, it
lets the manaer and
subordinate develop a plan for correctin any deficiencies that
miht exist and to reinforce andsupport thins that are done well.
Third, appraisals can serve a useful career plannin purpose by
providin the opportunity to review the employee's career plans
in liht of his or her strenths
and wea!nesses. inally, the appraisal usually plays a part in
salary and promotion decisions.
*hen a supervisor tells someone his or her performance is poor,
the first reaction is often denial.&enial is a defense
mechanism. +nderstandin and dealin with defensiveness is an
important
appraisal s!ill. A supervisor should reconie that defensive
behavior is normal and never attac!a person's defenses. A
supervisor should postpone action because iven sufficient time, a
morerational reaction may ta!e over. A supervisor should not try to
be a psycholoist. fferin
understandin is one thin tryin to deal with psycholoical
problems is another.
8/10/2019 Ch9 Lo Ghasan Abdel Kader
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- !escri"e the four "asic t#pes of appraisal inter$ie%s&
Answer: The first type of appraisal interview is the
satisfactory-promotable appraisal interview.
This occurs when the person's performance is satisfactory and
there is a promotion ahead. The
objective is to discuss the person's career plans and to develop
a specific action plan for theeducational and professional
development the person needs to move to the next job.
The second type of interview is the satisfactory-not promotable
appraisal interview. This is foremployees whose performance is
satisfactory but for whom promotion is not possible. The
objective is to maintain satisfactory performance. The best
option is to find incentives that are
important to the person.The third type of interview is the
unsatisfactory but correctable interview. In this situation,
the
objective is to develop an action plan for correctin the
unsatisfactory performance.
The final type of interview is the unsatisfactory-uncorrectable
interview. In this situation, the
interview may even be s!ipped. The person's poor performance is
tolerated or the person isdismissed.
5- *hat are the four .o"-rele$ant dimensions that can "e
measured "# the graphic-
rating scale method of performance appraisal, *hat pro"lems are
associated %ith
graphic-rating scales,
Answer: The employer may measure eneric dimensions of
performance such as (uantity or(uality of wor!. The performance
appraisal may focus on the job's actual duties and assess how
well the employee did in exercisin his or her specific job
duties. /ompetency-based appraisals
focus on the extent to which the employee exhibits the
competencies that the employer values.
The employer could also appraise the employee based on the
extent to which he or she isachievin his or her objectives.
0raphic-type ratin scales in particular are susceptible to
several
problems: unclear standards, halo effect, central tendency,
leniency or strictness, and bias.
