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HumanResourceManagement:GainingaCompetitiveAdvantageChapter7PerformanceManagementCopyright©2010bytheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinLearningObjectivesDiscussthreepurposesofperformancemanagement.Identifyfivecriteriaforeffectiveperformancemanagementsystems(pms).Discussfiveapproachestoperformancemanagement,specifictechniquesusedineachapproach,andthewaytheseapproachescomparewithcriteriaforeffectiveperformancemanagementsystems.8-2LearningObjectivesChoosethemosteffectiveapproachtoperformancemeasurementforagivensituation.Discussadvantagesanddisadvantagesofdifferentsourcesofperformanceinformation.Choosethemosteffectivesourcesforperformanceinformation.Distinguishtypesofratingerrorsandexplainhowtominimizeeachinaperformanceevaluation.Conductaneffectiveperformancefeedbacksession.Identifythecauseofaperformanceproblem.8-3IntroductionPerformancemanagementistheprocessthroughwhichmanagersensurethatemployees’activitiesandoutputsarecongruentwiththeorganization'sgoals.PerformanceAppraisalistheprocessthroughwhichanorganizationgetsinformationonhowwellanemployeeisdoinghisorherjob.PerformanceFeedbackistheprocessofprovidingemployeesinformationregardingtheirperformanceeffectiveness.8-4PerformanceManagementModelIndividualBehaviorsSituationalConstraintsculture&economicconditionsIndividualAttributes(skills,abilities)OrganizationalStrategylong&shorttermgoals&valuesObjectiveResults8-53PurposesofPerformanceManagementStrategicDevelopmentalAdministrative8-6Recommendations-DevelopinganEffectivePerformanceManagementSystemMirrorthecorporatecultureandvaluesHavevisibleCEOandseniormanagementsupport.Focusontherightcompanyperformancemeasures.Linkjobdescriptionstotheperformancemanagementsystem.Differentiateperformancefairlyandeffectively.Trainmanagersinperformancemanagement.Communicatethetotalrewardssystem.Requiremanagerstosearch,offerandacquireregularperformancefeedback.Setclearexpectationsforemployeedevelopment.Trackeffectivenessoftheperformancemanagementsystem.Adjustthesystemasrequired.8-75PerformanceMeasuresCriteriaStrategicCongruenceValidityReliabilityAcceptabilitySpecificity8-8ComparativeApproachRanking–Simpleranking（简单排序法）ranksemployeesfromhighesttolowestperformer.–Alternationranking（交替排序法）-crossingoffthebestandworstemployees.Forceddistribution（强制分布法）–Employeesarerankedingroups.Pairedcomparison（配对比较法）–Managerscompareeveryemployeewitheveryotheremployeeintheworkgroup.8-9AttributeApproachGraphicratingscales（图尺度评价法）–Alistoftraitsisevaluatedbya5-pointratingscale.–legallyquestionable.Mixed-standardscales（混合标准尺度法）–definerelevantperformancedimensions–developstatementsrepresentinggood,average,andpoorperformancealongeachdimension.8-10BehavioralApproachCriticalincidentsapproach（关键事件法）-requiresmanagerstokeeprecordofspecificexamplesofeffectiveandineffectiveperformance.Behaviorallyanchoredratingscales(BARS)(行为尺度评定量表）Behavioralobservationscales(BOS)（行为观察量表）Organizationalbehaviormodification-aformalsystemofbehavioralfeedbackandreinforcement.Assessmentcenters-multipleratersevaluateemployees’performanceonanumberofexercises.8-11ResultsApproachManagementbyObjectives–topmanagementpassesdowncompany’sstrategicgoalstomanagerstodefinethegoals.Productivi...