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©2005PrenticeHallInc.Allrightsreserved.PowerPointPresentationbyCharlieCookTheUniversityofWestAlabamatentheditionGaryGaryDesslerDesslerChapterChapter99PartPart33TrainingandDevelopmentTrainingandDevelopmentPerformanceManagementPerformanceManagementandAppraisalandAppraisal卫浴网http://www.360slt.comAfterstudyingthischapter,Afterstudyingthischapter,youshouldbeableto:youshouldbeableto:Afterstudyingthischapter,Afterstudyingthischapter,youshouldbeableto:youshouldbeableto:1.Describetheappraisalprocess.2.Develop,evaluate,andadministeratleastfourperformanceappraisaltools.3.Explainandillustratetheproblemstoavoidinappraisingperformance.4.Listanddiscusstheprosandconsofsixappraisalmethods.5.Performaneffectiveappraisalinterview.6.Discusstheprosandconsofusingdifferentraterstoappraiseaperson’sperformance.1.Describetheappraisalprocess.2.Develop,evaluate,andadministeratleastfourperformanceappraisaltools.3.Explainandillustratetheproblemstoavoidinappraisingperformance.4.Listanddiscusstheprosandconsofsixappraisalmethods.5.Performaneffectiveappraisalinterview.6.Discusstheprosandconsofusingdifferentraterstoappraiseaperson’sperformance.©2005PrenticeHallInc.Allrightsreserved.©2005PrenticeHallInc.Allrightsreserved.©2005PrenticeHallInc.Allrightsreserved.©2005PrenticeHallInc.Allrightsreserved.9–9–229–9–22©2005PrenticeHallInc.Allrightsreserved.9–3ComparingPerformanceAppraisalandPerformanceManagementPerformanceappraisal–Evaluatinganemployee’scurrentand/orpastperformancerelativetohisorherperformancestandards.Performancemanagement–Theprocessemployersusetomakesureemployeesareworkingtowardorganizationalgoals.©2005PrenticeHallInc.Allrightsreserved.9–4WhyPerformanceManagement?Increasingusebyemployersofperformancemanagementreflects:–Thepopularityofthetotalqualitymanagement(TQM)concepts.–Thebeliefthattraditionalperformanceappraisalsareoftennotjustuselessbutcounterproductive.–Thenecessityintoday’sgloballycompetitiveindustrialenvironmentforeveryemployee’seffortstofocusonhelpingthecompanytoachieveitsstrategicgoals.©2005PrenticeHallInc.Allrightsreserved.9–5AnIntroductiontoAppraisingPerformanceWhyappraiseperformance?–Appraisalsplayanintegralroleintheemployer’sperformancemanagementprocess.–Appraisalshelpinplanningforcorrectingdeficienciesandreinforcethingsdonecorrectly.–Appraisals,inidentifyingemployeestrengthsandweaknesses,areusefulforcareerplanning–Appraisalsaffecttheemployer’ssalaryraisedecisions.©2005PrenticeHallInc.Allrightsreserved.9–6ClassroomTeachingAppraisalByStudentsFigure9–1Source:RichardI.Miller,EvaluatingFacultyforPromotionalandTenure(SanFrancisco:Jossey-BassPublishers,1987),pp.164–165.Copyright©1987,Jossey-BassInc.,Publishers.Allrightsreserved.Reprintedwithpermission.©2005PrenticeHallInc.Allrightsreserved.9–7RealisticAppraisalsMotivationsforsoft(less-than-candid)appraisals–Thefearofhavingtohireandtrainsomeonenew–Theunpleasantreactionoftheappraisee–Acompanyappraisalprocessthat’snotconducivetocandorHazardsofgivingsoftappraisals–Employeelosesthechancetoimprovebeforebeingforcedtochangejobs.–Lawsuitsarisingfromdismissalsinvolvinginaccurateperformanceappraisals.©2005PrenticeHallInc.Allrightsreserved.9–8ContinuousimprovementAmanagementphilosophythatrequiresemployerstocontinuouslysetandrelentlesslymeetever-higherquality,cost,delivery,andavailability...