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大二人力资源管理，包含Job Analysis、Recruitment Applicants、Recruitment Applicants、Selection、Training & Development等。
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大二人力资源管理，包含Job Analysis、Recruitment Applicants、Recruitment Applicants、Selection、Training & Development等。
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HRM
Strategic Human Resouce Management
Strategy & Strategic Management
Strategy & Related Concepts
Strategy
a course of action the company can pursue to achieve its objectives
Objectives
the goals it seeks to achieve
Policies
a general guide that expresses limits within which action should occur
Procedures/Rules
spell out what to do in a specific situation
The Hierarchy of Strategies
corporate level strategy
Type of strategy that identifies the portfolio of businesses that, in total, comprise the company and the ways in which these businesses relate to each other.
competitive level strategy
A strategy that identifies how to build and strengthen the business’s long-term competitive position in the marketplace.
functional strategy
A strategy that identifies the broad activities that each department will pursue in order to help the business accomplish its competitive goals.
SM
identifying and executing organization's SP
SP
Defining the current business
Perform external and internal audits
Formulate a new direction
Translate the mission into strategic goals
Formulate stategies to achieve the strategic goals
Strategic Excution
Implement the strategies
Stratigic Evaluation
Evaluate performance
company's capabilities & demands of environment
SP
Mission Statement
what business are we in now
Perform external and internal audit
Formulate a new business direction
Translete business direction into goals
Formulate the strategies
Strategic Human Resouces Management
SHRM
Align HR practices with the organization's strategy
translate the business strategies into HR policies and practices
Identify employee competencies and behaviors that meet the strategic requirements for the firm
Devise and implement HR policies & practices to produce the identified employee competencies and behaviors
Theoretical Perspectives on SHRM
Resource-based Approach
organization’s resources & capabilities that creates competitive advantage
HR practices can maximize the “rare, valuable, non- substitutable and imitable” human resources of a firm
Universalistic Approach
A set of practices aimed at high commitment will benefit any organization regardless of context
HR managers’ role is to persuade their firms to adopt a set of universally effective HR practices
Fit/contingency Approach
The most effective means of managing people is dependent on organizational context
HR practices must be consistent with the organization’s strategy and cohere across areas.
Developing a strategic HRM system
Strategic HRM
policies and practices
competencies and behaviors
strategic goals
Integrate HR into the whole strategic management process
Align HR practices with the organization's strategy
HR department has to translate the business strategies into HR policies and practices
Identify employee competencies and behaviors that meet the strategic requirements for the firm
Devise and implement HR policies & practices to produce the identified employee competencies and behaviors.
Involve HR in strategic planning at the onset
HR has to provide inputs into the strategic formulation process
Identify whether a firm has the types and numbers of people available to pursue a given strategy.
Acquire talents who can help the organization achieve its strategic goals from external labor force market.
Demonstrate how HR is critical to business success
HR should participate in strategic evaluation
HR metrics help HR demonstrate its contribution to strategy goals
Develop a business partnership with line managers
Understand the business
Knowing the organization's core business model and strategy are important to understanding the need for certain strategies.
Focus on the key strategic goals
Programs that have the greatest relevance to strategic objectives should get priority.
Prepare for the future
Strategic thinking requires preparing for the future, not focusing on the past—except as a predictor of the future.
Know what to measure
HR has to quantify the value it adds to the business，and demonstrate how HR is critical to business success
Internally transform HR system
Shifting the focus of HR practices from administrative role to strategic role
How to free HRs from the high-cost but low-value administative affairs
Establishing an electronic HRM (e-HRM) system
Outsource the low-value HR activities
Transferring appropriate responsibilities to line managers and employees
Transforming the HR structure
to involve itself in strategic roles, and to operate as a business partner.
HR Business Partner
HR Center of Expertise
HR Shared Service Center
Transforming the people who perform HR duties（Transforming HR staff against the requirements of the SHRM）
Strategic Partner
Change Agent
Administative Expert
Employee Advocate
Test 1
Human Resource Planning
An Introduction to HR Planning
What is HR planning
What does HRP do
HRP is the process of forecasting the supply of and demand for human resources within an organization and developing action plans for aligning the two
What's the purpose of HR planning
Ensure the organization has the right people at the right place at the right time
What is the function of HRP
Serve as a building block for HR practices
All other functional HR activities are derived from the HRP
It provides direction and coherence to all HR activities and systems
Ensure the HR practices are strategy-oriented
HRP addresses how an organization intends to implement its strategic plans from an HR perspective
Tie HR practicesto the rapidly changing business needs of organizations
It is responsive to changes in the environment
It helps a firm avoid understaffing and overstaffing by operating proactively, rather than reactively
Human Resources Planning Process
Alternate worl arrangement
These are creative solutions to attract and retain skilled employees options
Flextime
Compressed work week
Job-sharing
Telecommuting
Situational analysis
Gathering information about trends in external and internal environments and discerning their relevance for human resource strategy making.
Internal environmental scanning
Company strategies, trade unions, market position, human resource policies, etc.
External environmental scanning
Political, economic, social, technological, demographic factors
HR demand analysis
how many
what kinds
HR supply analysis
current human resources availability
Gap analysis & Development of plans for action
Gap analysis
quantity & quality in the futuer in comparison to the current situation
eliminate the gaps between HR supply and demand
Development of plans for action
Dealing with employee surplus
Downsizing
Pay reductions
Demotions
Transfers
Work sharing
Early retirement
Retraining
Hring freeze
Dealing with employee shortage
Overtime
Contingent employees
Outsourcing
Turnover reduction
Technological innovation
Reducing turnover
Retrained transfers
New external hires
Test 1
HR Supply & Demand Forecasting
Approaches to forecast HR demad
How many employees in what positions will we need
Judgmental
Bottom-up approach
Sum the forecasts of each unit
Top-down approach
Top management anticipate future employment requirements
Expert estimate
A panel of “experts” generates a forecast in collaboration
Statistical
Trend analysis
Analyzing a firm’s past employment needs to predict future needs.
Ratio analysis
computing an exact ratio between the specific business factor
Regression analysis
a statistical forecast based on the relationship between one or more business factors and workforce size
Approaches to forecast HR supply
How many employees in what positions do we need
Skills inventory
Manual or computerized records listing employees’ education, career and development interests, languages, special skills, and so on.
Employee flows analysis
Considers the number of the employees who move in and out of each department in an organization.
Markov analysis
Creating a transition matrix to model the internal flow of human resources.
Job Analysis
An introduction to job analysis
What is job analysis
a systematic way to gather and analyze information about the content and human requirements of jobs, and the context in which jobs are performed.
The products of job analysis
The importance of job analysis
lays foundation of HR practices
HR Planning
Identify what kinds of people are needed for the positions
Recruitment and Selection
Provide information for job ads, identify selection criteria
Training and Development
Provide information to identify training needs
Performance Appraisal
Provide the criteria for judging job performance
Compensation
Provide information for assessing the relative value of jobs in an organization
Job analysis process
Planning the job analysis
Identify objectives of job analysis
Obtain top management support
Preparing for and introducing job analysis
Acquire an overview of the organization and its jobs
Identify jobs to be analyzed and methodology
Explain the purpose and process to managers/employees
Conducting the job analysis
Gather job analysis data
Review and compile data
Developing job descriptions and job specifications
Draft job descriptions and job specifications
Review drafts with managers and employees
Finalize job descriptions and specifications
Job analysis methods
Observation
A job analyst observes and notes the job-related information when the employees are performing their jobs
Advantages
first-hand information & reduces distortion
Disadvantages
Not all jobs are observable
Cannot obtain information about human requirement
Employee diary/log
Incumbents keep a diary/ log of what they do.
Advantages
It is useful for job difficult to observe
Disadvantages
burdensome
effectiveness depends on employees' descipline
Interview
A job analyst to talk with the jobholders.
Advantages
useful for job difficult to observe
unearth overlooked information
Disadvantages
Distortion of information
Requires more for the job analyst
Time-consuming
Questionnaires
How to make a questionnaire easier to use
Explain what it is being used for
Keep it simple
Keep it short
Test it before using it
Have employees or/and supervisors fill out questionnaires to provide the job-related information.
Advantages
quick and efficient
Flexibility
Disadvantages
Distorted responses
Development costs
The products of job analysis
J-P fit
Characteristics of good job descriptions
Compose specific duty statements
Be logical
Use proper details
Be specific
Use the active voice
Describe, do not prescribe
Be consistent
Include a miscellaneous clause
Job description
Job identification
Job summary
Responsibilities and duties
Standards of performance
Authority of incumbent
Working conditions
Job specification
Education
Prior experience
Special training
Personality factors
Physical characteristics
KSAs
Recruitment Applicants
An introduction to recruitment
What's recruitment
locating & attacting qualified candidates
HR unit
Auditing requisitions from the line managers
Planning the recruitment process
Implementing the recruitment process
Reviewing recruiting activities
Line managers
Identifying recruitment needs
Communicating recruitment needs to the HR
Interacting with applicants
Reviewing recruiting activities
Recruitment process
Establishing recruitment objectives
Review the line managers' requisition
Review the HRP and job descriptions
Develop a recruitment strategy
Core vs. Contingent Employees
Situations to use contingent personnel
Not confident in the continuing economic growth
Employee demands come from short-term projects
Internal vs. External Sources
Look internally before externally
Organization-Based vs. Outsourced Recruiting
Situation to use outsourced recruiting
Do not have enough professional recruiters
Can not locate or attract enough qualified candidates
Have to hire large amounts new employees but lack an efficient HRIS or online recruiting system
Conduct recruitment activities
Attact qualified applicants to apply
Meet with/Make a phone call to candidates
Evaluate recruiting efforts
Evaluating recruiting costs
Evaluating recruiting quality
Applicants' perceptions of the recruitment process
New employee performance level
New employee retention rate
Evaluating time required to fill openings
Position-based time-to-fill calculations
Source-based time-to-fill calculations
Recruiting methods
Internal recruitment methods
Organizational talent database
allow recruiters to access to the skills inventories in which the candidates have specified what they can and want to do.
Strengths
qualified candidates can be located quickly
Weaknesses
limited to only objective information, but subjective information is excluded
Supervisor recommendations
This method involves hiring supervisors recommending an employee for the vacancy
Strengths
low-cost and fast
supervisor knows KSAs of potential candidates and the job qualifications
very popular with supervisors
Weaknesses
some qualified employees may be overlooked due to the supervisor's bias
Career development systems
The organization select some high-potential employees on a career path where they are trained for certain targeted jobs
Strengths
encourages top performance to stay
ensure that someone is always ready to fill a position
Weaknesses
an employee not selected may become disenchanted and leave
selected employees may become frustrated if the expected promotion does not materialize
Internal job posting
Job posting is a system in which the organization provides notices of job openings, and employees respond by applying for specific openings
Strengths
enhances likelihood of considering the most qualified candidates
gives employees responsibility for their own careers
enables employees to leave a "bad work" situations
Weaknesses
may prevent supervisors from hiring the individuals of their choice
time consuming
Methods of external recruitment
Employee referrals
Strengths
low-cost and efficient
Weaknesses
may serve as barrier to labour force diversity
may lead to cliques in the company
Online recruiting
Strengths
job vacancies reach large amouts potential candidates
low-cost and efficient
Weaknesses
may produce too many applicants
concerns about privacy
Media advertising
Strengths
reaches a large audience in a relatively short period of time
helps ensure equal opportunity
Weaknesses
may produce too many applicants
not as effective as other methods
Campus recruiting
Strengths
useful for recruiting management trainees and entry-level professional and technical employees
Weaknesses
costly
time consuming
Executive search firms
Strengths
can locate applicants not actively seeking jobs
save top management's time
Weaknesses
expensive
can not ensure the quality of the candidates
The benefits of social media recruiting
Reach the elusive (难以找到的) passive candidates.
Social media is the best way to find and connect with passive candidates.
See talent and passion firsthand.
You can find passionate people and learn what amazing work they’ve done and creative ideas they have.
Get resumes details without a resume.
You can view a person’s complete work and education history. You’ll know if a candidate has the experience the role calls for.
Find a great culture fit.
Social media allows you to learn a person’s hobbies and personality. You can find candidates who will be a good fit for your workplace.
Filter out bad candidates.
You can determine if a potential candidate has a bad attitude by seeing what they share online.
Save money
Unless you promote job openings through paid campaigns, social media recruiting is completely free.
Improving effectiveness of recruitment
Achieving cost efficiency
Attracting qualified candidates
Improving job retention rates
Creating a diverse work force
Selection
An introduction to selection
What is selecstion
Selection is a process of choosing qualified individuals to fill job openings.
P-J fit
is the compatibility between individuals and a job
P-O fit
is the compatibility between individuals and an organization
Typical Division of HR Responsibilities
HR Unit
Screen the application forms
Administer appropriate employment tests and interviews
Refer top managemers for final selection
Obtain background and reference information
Offer jobs to candidates
Evaluate success of selection process
Line Manager
Participate in selection process as apropriate
Interview final candidates
Make final slection decision, subject to advice of HR specialist
Evaluate success of selection process
The selection process
Initial screening: Application and Interview
Employment testing
Selection Interview
Background and reference checks
Physical examination
Decision to hire
The selection methods
Application forms
An online or paper application form provides information on demographics, prior work record, credentials, and etc.
Uses of application forms
Reduce the number of applicants
Collect verifiable historical data from the applicants quickly
Discover problems to be verified in the interview
How to evaluate an application form ?
Determine whether minimum qualifications for job are met
Whether the applicant has the requisite education and credentials
Judge the presence or absence of certain job-related attributes
Whether the applicant has work experience that directly related to the position
Whether the work experience has shown the applicant’s previous progress and growth
“Red flag” potential problems concerning the applicant
the applicant’s stability (frequent job-hopping 跳槽?)
Whether the applicant has hidden some important information (vaguely answered questions?)
Unexplained gaps in employment (a prison record or drug use?)
Emploment tests
Motor and Physical Abilities Tests
Physical ability tests
Psychomotor tests
Cognitive ability tests
Personality tests
Situational judgement tests
Management Assessment Centers
Work Sampling Tests
Conduct a job analysis to identify the important tasks of ythe position
Choose a representative sample of tasks to be included on the test
Develop a scoring procedure for assessing how effectively an applicant performs each task
Administer the test to applicants under standerdized conditions
Interviews
The most widely used selection technique
A selection interview is a selection procedure based on applicants’ oral responses to oral inquiries.
Purposes
Assess job-related KSAs
Clarify information from other sources
Integrate all the information from all tools for the final decision
The most widely used selection technique
Structured interview
Pros & cons of structured interiews
Structured interviews will generally be more reliable and valid than unstructured interviews.
A standardized list of questions may
Help less talented interviewers conduct better interviews
Enhance job relatedness of the questions
Reduce subjectivity and potential bias
Reduce legal risks
However, structured interviews may limit the opportunity to know the candidates further.
There is a set of prepared questions.
There is a formal guide for scoring answers.
How to design and conduct a structured interview
Step 1. Analyze the job.
Write a job description with a list of job duties; required KSAs and other worker qualifications.
Step 2. Rate the job’s main duties.
Rate each job duty, say from 1 to 5, based on how important it is to doing the job.
Step 3. Create interview questions.
Job knowledge questions / Willingness or motivation questions
Situational questions / Behavioral questions
Step 4. Create benchmark answers.
For each question, develop ideal (benchmark) answers for good (a 5 rating), marginal (a 3 rating), and poor (a 1 rating) answers and a rating sheet.
Step 5. Appoint the interview panel and conduct interviews.
Employers generally conduct interviews using a panel, rather than one-on-one.
The same panel interviews all candidates for the job.
Unstructured interview
Interview in which the job applicants are asked probing questions.
Questions are developed from the answers to previous questions.
Which to Use?
Structured interviews will generally be more reliable and valid than unstructured interviews.
A standardized list of questions may
Help less talented interviewers conduct better interviews
Enhance job relatedness of the questions
Reduce subjectivity and potential bias
Reduce legal risks
However, structured interviews may not provide enough opportunity to pursue points of interest.
The interview provides us an opportunity to know the candidates further.
Situational interview vs. Behavioral interview
Situational interview
A series of job-related questions that focus on how the candidate would behave in a hypothetical situation.
Behavioral interview
A series of job-related questions that focus on how the candidate reacted to actual situations in the past.
Which to use?
Behavioral interviews are preferred.
Situational interviews encourage applicants to provide an ideal solution in a given situation, rather than their actual behaviors.
The behavior consistency model suggests that the best predictor of future performance is past performance in similar circumstances
Behavioral interviews ignore the case in which a candidate is learning and growing.
Improving the effectiveness of selection interviews
Base questions on a thorough job analysis
Use a more structured format
Use more behavioural description questions
Have interview conducted by a trained panel of interviewers
Combine various tools, such as IQ tests, structured interviews, and personality tests together
Avoid the various interviewing errors,such as Stereotyping bias, Candidate-order (or contrast) error, First Impressions or Snap Judgments, etc.
Assessment center
Management Assessment Centers
A series of tests used for the selection of managerial personnel.
Multiple raters assess participants in multiple tests.
Typical task include
Testing
These may include tests of personality, mental ability, interests, and achivements
The interview
Most require an interview with a interviewer to assess interests, past performance and motivation
Individual oral presentations
Here interviewers evaluate each participate's communication skills and persuasiveness
Management games
Participants solve realistic problems as members of simulated companies competing in a markplace
The in-basket tests
The candidate gets reports, memos, notes of incoming phone calls, e-mails, and other materials collcted in the actual or computerised in-basket of the simulated job he or she is about to start. The candidate must take appropriate action on each item.
Leaderless group discussion
Interviewers give a leaderless group a discussion question and tell members to arrive at a group decision. They then evaluate each group member's interpersonal skills, acceptance by the group, leadership ability, and individual influence.
Situational judgement tests
Work sampling tests
Standards for an effective selection tool
Training & Development
An introduction
definition
KS
current or future jobs
benefits of training & development
Improving employee performance
Reducing employee turnover
Enhancing recruitment
The training process
Needs assessment
Organization-level analysis
An organization analysis is an examination of a firm’s strategies so as to determine what training it should do.
Are the train needs existing in the organization
In terms of the organization's strategy, which trainning efforts should have priority
Task-level analysis
The process of identifying the tasks, behaviors, and KSAs that training should emphasize.
Which tasks, KSAs, and behaviors will be the focus of the training
Individual-level analysis
The process of determining the specific individuals who need training in an organization.
Who needs training
Describe how a training needs assessment should be done.
Program design
Setting training & development objectives
Effective objectives are SMART
specific
The objectives must be clear and to the point
measurable
The objectives can be measured with precise statistics
achieveable
The objectives should be realisitic and attainable
relevant
The objectives should be aligned with the business objectives
Time-bound
The objectives should be deadline
Describe the desired outcomes of a training & development program
content
criteria for evaluation
Assessing the readiness of trainee
Trainee readiness refers to whether or not the trainees have got ready to absorb the training.
Ability to learn
Motivation
Self-Efficacy
Choosing training & development methods
Consider
cost
size of group
trainee expectations
facilities
Trainer skills and preferences
match of methods with training content
On-the-job Training Methods
Coaching
Job rotation
Special assignments
Apprenticeship
Informal learning
Job instruction training
Off-the-Job Training Methods
The case study
Management games
Outside seminars
University-related programs
Role playing
Behavior modeling
Corporate universities
Executive coaches
Implementation
Make the learning meaningful
At the start of training, provide a bird’s-eye view of the material that you are going to present.
Use familiar examples.
Organize the information so you can present it logically
Use terms and concepts that are familiar to trainees.
Use visual aids
Create a perceived training need in trainees’ minds
Make skills transfer easy
Maximize the similarity between the training situation and the work situation
Provide adequate practice
Label or identify each feature of the machine and/or step in the process
Direct the trainees’ attention to important aspects of the job
Provide “heads-up” information
Trainees learn best at their own pace
Evaluation
Kirkpatrick's Four Levels of Training Evaluation
Reaction
Whether learners find the training engaging, favorable, and relevant to their jobs
Evaluated by questionnaires or interviews
Can be done immediately after the training ends
Learning
Whether the training has developed their KSAs and/or attitudes
Evaluated by written tests or grade simulations
Can be done in the middle to the training or after the training ends
Behavior
Whether the training has changed their behaviors
Evaluated by 360-degree feedback by peers, supervisor, clients, and etc
Can be done after the training ends
Results
Whether the training has improved the organizational effectiveness
Evaluated by individual and organizational performance appraisal
Allow enough time to measure the results
Explain how the effectiveness of training programs are evaluated
A training & development approach involves 4 phases:
Needs assessment
What training & development does the firm really need
Program design
How should the training & development program be designed
Implementation
How should the training & development program be delivered
Evaluation
Whether the training & development program is really working
Applications of Training:
Orientation
also called onboarding, refers to the training program designed to inform new employees about their jobs and the firm.
Purposes of employee orientation
Accelerates socialization of the new employee into the organization
Ensures that employee performance begin more quickly
Management Development
is any attempt to improve managerial performance by imparting 传授 knowledge, changing attitudes, or increasing skills.
Importance of management development
High-quality management talent is crucial to a company’s success.
Succession planning
defining future management requirements
identifying candidates
How to develop a succession plan?
Tying management development to HR planning
HRP defines HR requirements matching the company's strategic needs
Succession planning defines HR requirements for key management positions
Defining managerial requirements
Defining relevant qualifications needed for targeted positions based on company strategies & job analysis
Assessing management potential
Identifying individuals who best meet the requirements
Developing replacement charts 接替图
Replacement charts indicate the availability of candidates and the irreadiness to step into the various management positions
Designing the instructional program
Specify the timing and content of training and development activities needed to prepare trainees for future managerial positions
Test 3
Performance Management & Appraisal
An Introduction to Performance Management
Basic concepts
Performance appraisal
is a process of evaluating how well employees perform their jobs relative to a set of standards
Performance management
is a continuous process of identifying, measuring, motivating, and developing employee performance
Performance management process
Appraisals play a central role in the performance management process
Goals & plans
Identify expected performance goals
Develop a work plan to achieve the goals
Monitoring & coaching
Provide ongoing performance feedback
Provide assistance as needed
Assessing & feedback
Conduct formal performance appraisals
Provide performance information to employees
Managerial decision
Reward or discipline employee performance
Make plans to help employees improve performance
Describe the performance management process
Purposes of Performance Management
The strategic purpose
To help the organization achieve its business objectives by aligning employees' performance goals with the organization's goals
The administative purpose
To provide information for managerial decisions about pay raises, promotions, transfers, desciplines, and etc
The developmental purpose
To make employees aware of their strengths and weaknesses of the areas in which they can improve
Discuss the purposes of performance management systems
Developing a Performance Appraisal System
Choosing the appraisal information
What do we assess?
Trait-based information
Trait-based information identifies a character trait of the employee
Behavior-based information
Behavior-based information focuses on specific behaviors that lead to job success
Results-based information
Results-based information considers outcomes of employees
Which to use?
If the rater is aware of the behavior required for the job and has the opportunity to observe that behavior, use the behavior-based information.
If valid output measures are available, use the results-based information
If both circumstances exist, use either or both
If either circumstances exists, use the trait-based information.
概要
Determining timing of appraisals
Most companies require managers to conduct appraisals once or twice a year, most often annually.
Problems of annual appraisal:
Appraisers may have difficult in remembering events of the past year.
Performance problems may not be detected in time.
Solutions
Appraisers should maintain records of employee performance.
Rely on both formal and informal appraisals
Choosing the performance raters
Who should do the assessing?
Performance appraisals can be conducted by anyone familiar with the performance of individual employees.
Supervisory ratings
Supervisors are one of the best and most commonly used option
Strengths
Supervisor is usually in the best position to evaluate the subordinate’s performance
It provides the supervisors with authority or control over their subordinates.
Weaknesses
Supervisors don’t have enough opportunity to observe each employee working
Supervisors’ own preferences or biases may affected their appraisals.
Peer ratings
Having employees and team members rate each other.
Strengths:
Peers’ information is valid because they work closely with the evaluated employee
Peer ratings may help eliminate biases of the supervisory ratings.
Weaknesses:
Competition and friendships are potential problems.
Subordinates ratings
A number of organizations ask employees to rate the performance of their immediate supervisors.
Strengths
Be quite useful for identifying competent managers
Be useful for managerial development
Help make a manager more responsive to employees
Weaknesses
The fear of reprisals 报复 may hinder employees from giving realistic ratings
The manager may focus on being “nice” rather than on managing
Self-ratings
In many firms, employees are asked to appraise their own performance.
Strengths
It helps employees find their strengths and weaknesses
Weaknesses
Employees may use different standards when rating themselves
Most employees tend to present highly favorable self-ratings.
Customer Ratings
Customers may be asked to participate in appraisals.
Strengths
Useful when an employee’s job requires direct service to the customers
Weaknesses
Customer ratings may not be collected timely and compulsorily.
360° ratings
Ratings are made by a “circle” of people who frequently interact with the employee, such as supervisors, subordinates, peers, and customers.
Strengths
More convincing
Less bias and prejudice
Multisource feedback serves as a useful developmental tool.
Weaknesses
It‘s time-consuming.
Raters may not be accountable. 负责任的
It may encourage the wrong type of behavior.
Choosing the appraisal methods
How to do the assessing?
PA methods fall into 4 broad categories:
Comparing Methods
Simple ranking
Paired comparison
Forced distribution
Trait Methods
Graphic rating scale
Behavioral Methods
Critical incident method
BARS
BOS
Results Methods
MBO
KPI
BSC
Explain how to develop a performance appraisal system
Performance Appraisal Methods
Comparison Methods
Comparison Methods evaluate a given employee’s performance against that of other employees.
Simple ranking method (简单排序法)
A rater ranks employees from best to worst according to their job performance
Paired comparison method (配对比较法)
A rater compares each possible pair of employees.
Forced distribution method (强制分布法)
A rater places predetermined percentages of ratees into performance categories.
Advantages
Easy to develop and use.
Avoid some appraisal errors, such as leniency (宽容).
Supervisors often provide positive ratings to most of their employees
Disadvantages
The ranking criteria are vague or nonexistent at all.
It’s of limited use to provide feedback to employees.
Employees are encouraged to compete with their colleagues, and thus disrupt teamwork.
Trait Methods
Trait methods ask raters to evaluate each employee’s traits or characteristics.
Graphic rating scale 图表评价量表法
This method provides a rating scale for traits assumed to be necessary to job success.
Advantages
Easy to develop and use.
Disadvantages
Traits are vaguely defined.
It’s of limited use to provide feedback to employees
Behavioral Methods
Assesses employees’ behaviors instead of characteristics.
Critical incident method (关键事件法)
The rater reaches an overall evaluation by reviewing a record of highly favorable and unfavorable employee behaviors.
Behaviorally anchored rating scales (BARS) 行为锚定评价量表
The rater uses quantified scale with specific narrative examples of good and poor performance.
Behavioral observation scales (BOS)
The rater evaluates the frequency of the employees' specific behaviors.
Results methods
Results methods focus on measurable outcomes.
A. Management by Objectives (MBO)
A system in which people at each level of the organization set goals in a process that flows from top to bottom, so employees at all levels are contributing to the organization’s overall goals.
Advantages
Easy to develop and use.
Fair and objective.
It links individual performance to organizational performance
Disadvantages
Achievement of goals may be affected by factors outside the worker’s control.
It may encourage short-term or low objectives.
MBO process
Goal setting
Mission and goals are decomposed along the organizational hierarchy to the individual employee
Planning
Employees and supervisors work together identify how to achieve the goals
Impentation
Employees implement their performance plans and strive to accomplish their performance goals.
Evaluation
The employee’s performance is evaluated against the agreed-on performance standards.
B. Key Performance Indicator (KPI)
KPIs are the subset of performance indicators most critical to the business success of an organization.
Advantages
Minimize information overload by limiting the number of metrics used
Provide a clear understanding of what is expected from an employee by focusing on key objectives
Provide clear evaluation criteria by emphasizing quantitative and controllable objectives
Disadvantages
Tend to set low goals and focus on short-term goals
Ignore process monitoring and non-quantitative goals
Difficult to extract quantitative metrics for many positions
C. the Balanced Scorecard (BSC)
BSC is an approach which seeks to provide a balanced and comprehensive framework for evaluating an organization’s performance from perspective like financial perspective, customer perspective, business process perspective and learning and growth perspective.
Advantages
It links individual performance with the organization vision and strategies
It presents a balanced view of organizational performance
It makes bridges between the different functional areas
Disadvantages
Difficult to develop and use (Time-consuming)
The framework of BSC takes some time to understand
It is time consuming to identify non-financial metrics
It may produce too many metrics.
Collecting information concerning all the metrics takes a lot of time
Conducting Performance Feedback
How to provide performance feedback effectively?
Be specific
Provide specific examples of the employee's performance, and help employees understand what they did well and what needs improvement.
Be open to discussion
Encourage the employee to ask questions and allow employees to defend their performance.
Be supportive
Provide feedback in a supportive and encouraging manner, highlighting the employees’ strengths while also addressing areas for improvement.
Be constructive
Focus on identifying actionable steps for improvement rather than criticizing or blaming the employee.
Explain how to provide performance feedback effectively?
The Effectiveness of Performance Management
Criteria for Effective Performance Management
Fit with strategy
Aiming at achieving employee behaviors and attitudes that support the organization’s strategic goals
Validity
Assessing the relevant aspects and omitting the irrelevant aspects of performance
Reliability
Ensuring the consistency of the appraisals
Interrater reliability is consistency of results from different raters.
Test-retest reliability refers to consistency of results over time.
Acceptability
Viewed as generally fair and acceptable by employees
Practicability
Beneficial as a development tool and useful as an administrative tool
Specific feedback
Telling employees what is expected of them and how they can meet those expectations specifically
Potential Appraisal Errors
Unclear standards
An appraisal that is too open to interpretation.
Halo effect
Generalization is made from only one trait.
Central tendency
A tendency to rate employees all average.
Recency and primacy effects
Timing of information affects appraisals.
Strictness/leniency
A tendency to rate all subordinates either high or low.
Bias
Rater values or prejudices affect appraisals.
Contrast errors
Comparison is made to other people, not to performance standards.