Conducting Midterm Performance Reviews: An Exercise for Teaching Performance Management

2017 ◽  
Vol 3 (1) ◽  
pp. 7-19
Author(s):  
Rebecca A. Bull Schaefer
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Individual Performance ◽  
Performance Management Systems ◽  
Face To Face ◽  
Performance Review ◽  
Performance Reviews ◽  
Multiple Measure ◽  
Full Class

Although the annual performance review has received much criticism from practitioners and researchers alike, organizations continue to use coaching and/or reviews to maximize employee effectiveness and minimize liabilities. A semester class is a great context to practice skills relating to tracking and reviewing performance. This article describes how management instructors can implement performance reviews as an experiential exercise designed to improve students’ confidence related to receiving performance feedback. During a “Performance Appraisal Week,” instructors conduct individual performance reviews designed to discuss individual students’ class performance and elicit student–teacher feedback. Students experience the emotions of a professional face-to-face review, practice multiple-source and multiple-measure feedback interpretation, engage in performance-related dialogue, and consider plans to meet goals. During a full-class reflection and debrief, students apply concepts and discuss elements of performance management systems, and they build their confidence in how to navigate performance-related feedback discussions.

Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework

2006 ◽  
Vol 2 (2) ◽  
pp. 253-277 ◽  
Author(s):  
Angelo S. DeNisi ◽  
Robert D. Pritchard
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Improvement ◽  
Individual Performance ◽  
Future Research ◽  
Improve Performance ◽  
Performance Management Systems ◽  
Recent Trends ◽  
And Performance ◽  
The Right

Performance appraisal has been the focus of considerable research for almost a century. Yet, this research has resulted in very few specific recommendations about designing and implementing appraisal and performance management systems whose goal is performance improvement. We believe that a reason for this is that appraisal research became too interested in measurement issues and not interested enough in ways to improve performance, although some recent trends in the area have begun moving the field in the right direction. We review these trends and their genesis, and propose a motivational framework as a means of integrating what we have learned and generating proposals for future research that focus on employee's performance improvement.

The Past, Present, and Future of Performance Management

2020 ◽  
pp. 318-342
Author(s):  
Kevin R. Murphy
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Case Studies ◽  
Management Systems ◽  
Organizational Strategies ◽  
Research Strategies ◽  
Performance Management Systems ◽  
Trade Offs ◽  
Appraisal Systems ◽  
Traditional Performance

Performance management developed out of, and in part in reaction to, traditional performance appraisal systems. Despite frequent claims in the business press that performance appraisal is dying, fairly traditional appraisal systems are still common in work organizations. However, there is evidence of an ongoing shift toward performance management systems that differ from traditional performance appraisal systems in several important ways. The types of performance management systems exemplified in the case studies included in this volume place more emphasis on frequent, informal evaluation; real-time feedback; and alignment with organizational strategies and goals than is common in traditional appraisal systems. These types of performance management systems have a lot to offer, and the case studies illustrate the potential advantage of modern approaches to performance management. Unfortunately, these case studies also exemplify a deeply worrying trend in performance management: a frequent failure to even ask whether (much less to demonstrate that) performance management has any real effect on performance or effectiveness. Some recommendations are made regarding research strategies for evaluating performance management; several of the most pressing challenges in this endeavor are identified, notably the problematic status of feedback and the trade-offs involved when moving from formal appraisal systems to systems built around informal feedback.

scholarly journals Getting Rid of Performance Ratings: Genius or Folly? A Debate

2016 ◽  
Vol 9 (2) ◽  
pp. 219-252 ◽  
Author(s):  
Seymour Adler ◽  
Michael Campion ◽  
Alan Colquitt ◽  
Amy Grubb ◽  
Kevin Murphy ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Performance Ratings ◽  
Management Process ◽  
Management Reform ◽  
Research And Practice ◽  
Subsequent Performance ◽  
Weak Relationship ◽  
Effective Performance

Despite years of research and practice, dissatisfaction with performance appraisal is at an all-time high. Organizations are contemplating changes to their performance management systems, the most controversial of which is whether to eliminate performance ratings. The pros and cons of retaining performance ratings were the subject of a lively, standing-room-only debate at the 2015 Society for Industrial and Organizational Psychology conference in Philadelphia (Adler, 2015). Given the high interest in this topic, this article recaps the points made by the panelists who participated in the debate. The arguments for eliminating ratings include these: (a) the disappointing interventions, (b) the disagreement when multiple raters evaluate the same performance, (c) the failure to develop adequate criteria for evaluating ratings, (d) the weak relationship between the performance of ratees and the ratings they receive, (e) the conflicting purposes of performance ratings in organizations, (f) the inconsistent effects of performance feedback on subsequent performance, and (g) the weak relationship between performance rating research and practice in organizations. The arguments for retaining ratings include (a) the recognition that changing the rating process is likely to have minimal effect on the performance management process as a whole, (b) performance is always evaluated in some manner, (c) “too hard” is no excuse for industrial–organizational (I-O) psychology, (d) ratings and differentiated evaluations have many merits for improving organizations, (e) artificial tradeoffs are driving organizations to inappropriately abandon ratings, (f) the alternatives to ratings may be worse, and (g) the better questions are these: How could performance ratings be improved, and are we conducting the entire performance management process properly? The article closes with questions organizational members have found useful for driving effective performance management reform.

Appraising clever people: lessons from introducing performance reviews for academics in a UK University

2015 ◽  
Vol 47 (2) ◽  
pp. 81-85 ◽  
Author(s):  
Hedda Bird
Keyword(s):  
Performance Management ◽  
Single Case ◽  
Lessons Learned ◽  
Content Type ◽  
Performance Review ◽  
Highly Educated ◽  
Performance Reviews ◽  
Practical Challenge ◽  
Set Up

Purpose – The purpose of this paper is to build understanding of how to engage a highly educated workforce with the benefits of performance management through sharing the lessons learned from introducing performance reviews (appraisals) into an academic environment. Design/methodology/approach – The paper presents a case study of a four-year programme in a UK higher education establishment. The author was closely involved in the last two years of the programme, and completed a detailed evaluation of the programme for the client. Findings – Performance management creates significant value within a highly educated workforce through bringing together individual capability and expertise to focus on delivering the strategy. Obstacles to success such as routine complaints of “time-wasting” and “pointlessness” can be overcome by wide and deep engagement with employees throughout the design and development of the approach. Research limitations/implications – This is a single case study; however, the author has worked on many similar programmes with highly educated work forces with very similar results. Practical implications – The vast majority of staff positively want a high-quality performance review; the practical challenge is to channel this desire into shared ownership and responsibility for the success of performance review in practice. Originality/value – Literature abounds with analysis of what is wrong with performance review, this paper is a rarer piece in that it develops our understanding of how to set up performance management and review for success.

Reactions to men’s and women’s counterproductive work behavior

2018 ◽  
Vol 37 (6) ◽  
pp. 582-599 ◽  
Author(s):  
Whitney Botsford Morgan ◽  
Johnathan Nelson ◽  
Eden B. King ◽  
Victor S. Mancini
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Gender Stereotypes ◽  
Causal Effect ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Men And Women ◽  
Content Type ◽  
Performance Management Systems ◽  
Appraisal Processes

Purpose The purpose of this paper is to clarify the nature of counterproductive work behavior (CWB) gender stereotypicality, and to consider whether despite efforts to systematically evaluate employees through formalized performance appraisal processes, gender-stereotypic bias is likely to enter into performance management systems. Design/methodology/approach Study 1 used archival data from 197 federal employees to explore actual punishment recommendations allocated to men and women who engaged in a variety of CWBs. Study 2 tested the causal effect of gender stereotypicality on punishment recommendations with 47 EMBA students who participated in a laboratory study. Findings Study 1 revealed an interaction between appellant gender and CWB stereotypicality with regard to termination decisions suggesting that women who engage in stereotypical (i.e. feminine) CWBs and men who engage in stereotypical (i.e. masculine) CWBs are more likely to be terminated than women and men who engage in gender counter-stereotypic CWB. Study 2 revealed that women (not men) tended to receive harsher punishment recommendations for stereotypical (i.e. feminine) CWB than for counter-stereotypical (i.e. masculine) CWB. Practical implications Findings illustrate that punishments are not universally extreme, as men and women are denigrated differentially depending on the stereotypicality of their behavior. The current research affirms that there are social constructions for evaluating performance that may continue to confound evaluations of performance. Originality/value This is one of the first studies to explore the gendered nature of CWB and supports the argument that prescriptive gender stereotypes shape reactions to CWBs.

The Empress

2016 ◽  
Vol 12 (1) ◽  
pp. 3-26
Author(s):  
Rebecca Wilson-Mah
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Employee Engagement ◽  
Human Resource ◽  
Management Practice ◽  
Content Type ◽  
Performance Reviews

Synopsis This case encourages students to consider how they would communicate and support the implementation of a company’s policy for annual performance reviews. Analysis may include considering how to build commitment from line management for the process and practice of colleague performance reviews and an exploration of the relationship between appraisals and performance management, human resources (HR) strategy and business strategy. Managers may perceive that performance reviews are taking them away from the more important and pressing tasks that directly relate to their own performance on the job – and not appreciate the strategic significance of the appraisal process. Research methodology Topics were identified as case preferences and a shopping list of questions were generated for field interviews. Two field interviews were completed. The company involved was not disguised, however the HR Director’s name (David White) is a pseudonym. Relevant courses and levels This case is suitable for third or fourth year undergraduate or postgraduate studies in hospitality management, human resource management or a human resource management course that specializes in strategic HRM, performance management, performance appraisal or employee engagement. Theoretical bases There has been a gradual shift from performance appraisal to performance management to reflect a more strategic approach to human resource management practice (Bach, 2005). A performance management system typically includes the following components: regular performance appraisal, mission statement and values statement, individual objectives, performance standards or competencies, unit objectives, company-wide objectives, performance-related pay, training and reward or recognition system (Armstrong, 2002). Collectively these components have a strategic focus and connect individual, team and organizational performance.

scholarly journals Performance Management Practices: A Decisive Approach to Improve Employee Productivity

2021 ◽  
Vol 12 (3) ◽  
pp. 3318-3324
Author(s):  
Shalini Dixit Et.al
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management Practices ◽  
Reward System ◽  
Individual Performance ◽  
Primary Data ◽  
Employee Productivity ◽  
Appraisal System ◽  
Independent Variables

Performance management practices include various approaches to significantly assess the organizational performance and productivity. It includes critical analysis and evaluation of employees skills and knowledge to increase output at workplace which establishes culture of proper evaluation of individual performance i.e. directly linked with attainment of individual as well as organizational goal. With the changing dimensions of business operations performance of employees is ensured through involvement of strategic approaches which enables them to understand the required standards of performance and evaluation criteria to assess productivity with merits and demerits of learning and improving better alternatives which ultimately enhances the overall performance of organization. This study helps in critical assessment of various performance management practices and its effect on employee productivity in textile firms of Bhilwara city. The performance management practices comprised of employee appraisal system, training and development, reward system and feedback which all are considered as independent variables and dependent variable is defined as employee productivity. The research paper incorporates primary data collected through a structured questionnaire from a sample size of 100 respondents who worked at various managerial levels in textile firms. A descriptive research design is used for the analysis of data with the help of mean, standard deviation and regression analysis to accomplish the research objective of assessing the effect of independent variables performance appraisal, training & development, reward system and feedback on employee productivity. Various hypothesis are framed to test the results and draw inferences for the population. The study focuses on implementation of various approaches that can enhance employee productivity and develop a workforce through proper training and evaluation with the help of review and feedback mechanism and ensure growth of individuals as well as organization and fulfilment of organizational goals. The result is analysed through regression which helps in adoption of sustainable HR practices forced to rethink on decisions pertaining to employee productivity

scholarly journals Reinventing Performance Management

2021 ◽  
Vol 9 (6) ◽  
pp. 1-12
Author(s):  
Derek Crews
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Appraisals ◽  
Rater Bias ◽  
Performance Management Systems ◽  
The Road ◽  
Emerging Trends ◽  
The Common ◽  
Appraisal Systems ◽  
Traditional Performance

Performance appraisals have traditionally been conducted annually or semi-annually. Recently, many companies are transitioning to ongoing feedback and coaching, either in addition to periodic appraisals, or lieu of them. There have also been calls for completely reinventing performance management systems, as the result of an abundance of research that indicates performance processes are over-engineered and time-consuming, and they tend to demotivate employees while hindering candid and honest conversations. This paper examines the common problems with attribution error and rater bias in traditional performance appraisal systems. Five mini-case studies are then presented by exploring how five large companies (Netflix, Adobe, Deloitte, IBM, GE), have reinvented the way in which performance management is implemented. The paper examines why these companies moved away from traditional performance appraisal and what processes replaced it. The paper also identifies emerging trends that will impact the future of performance management and offers suggestions for the road ahead.

scholarly journals STUDY OF EFFECTIVENESS OF PERFORMANCE APPRAISAL SYSTEM IN SELECTED INDIAN COMPANIES

2015 ◽  
Vol 3 (12) ◽  
pp. 44-50
Author(s):  
Shivali Jindal ◽  
Laveena ◽  
Navneet
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Appraisals ◽  
Management Systems ◽  
Appraisal System ◽  
Performance Management Systems ◽  
Performance Appraisal System ◽  
Potential Problems ◽  
Main Motive ◽  
Appraisal Systems

An evaluation of previous performance is experienced by the vast majority of recruits each year. The management of performance level is the sum up of performance appraisal systems. This is a continuous and interactive process designed to motivate employees, and check their capability with the main motive to facilitate productivity. The performance management systems involve various activities which are much more than simply reviewing what an employee has done. This research paper is all about understanding the need of performance management systems, ways in which performance appraisals can be constructed, the occurrence of potential problems, benefits which could be availed and the information of the progress.

scholarly journals CONSIDERING NONLINEAR CONNECTIONS IN THE INDIVIDUAL PERFORMANCE MANAGEMENT MODEL

2021 ◽  
Vol 18 (32) ◽  
Author(s):  
Vesna Čančer ◽  
Živana Veingerl Čič ◽  
Simona Šarotar Žižek
Keyword(s):  
Performance Management ◽  
Conceptual Model ◽  
Service Sector ◽  
Employee Performance ◽  
Well Being ◽  
Individual Performance ◽  
Performance Management Systems ◽  
Individual Employee ◽  
Nonlinear Connections ◽  
The Individual

To discuss nonlinear connections between constructs of the conceptual model of individual employee performance management in Slovenian service sector. Constructs were analyzed with the validated measurement instrument, adapted to the Slovenian context due to preliminary research. Existence of significant nonlinear connections between them was checked by structural equation modeling. The software tool Warp PLS 5.0. based on the Warp2 algorithm was used. Holistic employee development methods significantly improve employees’ work satisfaction, individual performance, and well-being. The quality of the conceptual model obtained with Warp PLS 5.0 supports the consideration of nonlinear connections between constructs. They exist between the constructs of the conceptual model of the individual employee performance management system in e.g. the Slovenian service sector. Results make employees and managers aware that existing performance management systems are inadequate. Hence, one must place this knowledge of the situation and trends of individual work performance as the basis for sensible management action, including new performance management systems based on a requisitely holistic approach, focusing on the individuals and their performance, not on the performance management system. The designed employee performance model is individually oriented and applies mentoring, coaching, sponsorship and intergenerational cooperation. It clarifies how one can use holistic employee development to improve individual employee performance, job satisfaction, and well-being.

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