They lack the confidence to be proactive or take risks, but are able to create the impression that they are capable leaders Can lead to promoting a good worker, to find he is not a good manager Perception and attribution May result in rating errors and influence reliability and validity of performance ratings Perception refers to the mental process involved in the selection, organisation, structuring and interpretation of information in order to make inferences and give meaning to the information Perceptions influence people’s reactions to the performance appraisal process and outcomes Person perception is a four-factor process involving: Perceiver characteristics Characteristics of the perceived person Situational variables Self-perception Attributions can be classified as a special class of perceptions that people use to make sense of their own and other people’s behaviour People tend to give reasons for people’s behaviour to make of it People who observe a certain behaviour on someone will attribute its to factors internal to the person or external to the person Psychological capital This is a positive perspective and strategy to human resource development and management for performance impact Consists of: Hope having will power to achieve, actions plans to achieve – Resilience capacity to cope with extreme negative and positive events – Optimism ability to make realistic and objective assessment – Self-efficacy confidence that one possesses abilities to complete tasks – Employees who possess psychological capital have confidence to take on, put in required effort to complete tasks and are optimistic about succeeding Performance criteria Regardless of criteria used to evaluate job performance, are criterion concerns that have implications for conducting accurate performance appraisals Criterion relevance Appraisals should only specific KSAO’s needed to perform a job successfully Criterion contamination
They lack the confidence to be proactive or take risks, but are able to create the impression that they are capable leaders Can lead to promoting a good worker, to find he is not a good manager Perception and attribution May result in rating errors and influence reliability and validity of performance ratings Perception refers to the mental process involved in the selection, organisation, structuring and interpretation of information in order to make inferences and give meaning to the information Perceptions influence people’s reactions to the performance appraisal process and outcomes Person perception is a four-factor process involving: Perceiver characteristics Characteristics of the perceived person Situational variables Self-perception Attributions can be classified as a special class of perceptions that people use to make sense of their own and other people’s behaviour People tend to give reasons for people’s behaviour to make of it People who observe a certain behaviour on someone will attribute its to factors internal to the person or external to the person Psychological capital This is a positive perspective and strategy to human resource development and management for performance impact Consists of: Hope – having will power to achieve, actions plans to achieve Resilience – capacity to cope with extreme negative and positive events Optimism – ability to make realistic and objective assessment Self-efficacy – confidence that one possesses abilities to complete tasks Employees who possess psychological capital have confidence to take on, put in required effort to complete tasks and are optimistic about succeeding Performance criteria Regardless of criteria used to evaluate job performance, are criterion concerns that have implications for conducting accurate performance appraisals Criterion relevance Appraisals should only specific KSAO’s needed to perform a job successfully Criterion contamination
IOP_3706_Unit_3_Chap_9_ORIGINAL_Performance.docx