Emphasize the future Customers/ Stakeholders Advantage: Particularly useful for jobs that require a high degree of interaction with the public of with job-related individuals Disadvantage: Costly and time-consuming Disagreement Across Sources If performance information is collected from more than one source, it is likely that there will be some overlap in the dimensions measured. Misunderstandings may uncover misunderstandings A Model of Rater Motivation Rater is likely to be affected by biases that distort the resulting ratings thus incorrect decisions can be made Rating behaviors are influenced by: Motivation to provide accurate ratings Depends on if the rater expects positive and negative consequences of accurate ratings and by whether the probability of receiving these rewards and punishments will be high if accurate ratings are provided. Motivation to distort ratings Depends on if the rater expects any positive and negative consequences of accurate ratings and by whether the probability of experiencing such consequences if ratings are indeed distorted. A supervisor may provide inflated ratings to: Maximize the merit raise/rewards Encourage employees Avoid creating a written records confrontation with employees Promote undesired employees out of unit Make the manager look good to his/her supervisor A supervisor may provide deflated ratings to: Shock an employee a rebellious employee a lesson Send a message to the employee that he should consider leaving Build a strategy documented, written record of poor performance Ways to increase accountability with reviews: Have raters justify their ratings Have the raters justify their ratings in a face-to-face meeting Preventing Rating Distortion through Training Programs Training programs may cover the following topics: Reasons for implementing the performance management systems How to identify and rank job activities How to observe, record, and measure performance Information on the appraisal form and system mechanics
Emphasize the future Customers/ Stakeholders Advantage: Particularly useful for jobs that require a high degree of interaction with the public of with job-related individuals Disadvantage: Costly and time-consuming Disagreement Across Sources If performance information is collected from more than one source, it is likely that there will be some overlap in the dimensions measured. Misunderstandings may uncover misunderstandings A Model of Rater Motivation Rater is likely to be affected by biases that distort the resulting ratings thus incorrect decisions can be made Rating behaviors are influenced by: Motivation to provide accurate ratings Depends on if the rater expects positive and negative consequences of accurate ratings and by whether the probability of receiving these rewards and punishments will be high if accurate ratings are provided. Motivation to distort ratings Depends on if the rater expects any positive and negative consequences of accurate ratings and by whether the probability of experiencing such consequences if ratings are indeed distorted. A supervisor may provide inflated ratings to: Maximize the merit raise/rewards Encourage employees Avoid creating a written records confrontation with employees Promote undesired employees out of unit Make the manager look good to his/her supervisor A supervisor may provide deflated ratings to: Shock an employee a rebellious employee a lesson Send a message to the employee that he should consider leaving Build a strategy documented, written record of poor performance Ways to increase accountability with reviews: Have raters justify their ratings Have the raters justify their ratings in a face-to-face meeting Preventing Rating Distortion through Training Programs Training programs may cover the following topics: Reasons for implementing the performance management systems How to identify and rank job activities How to observe, record, and measure performance Information on the appraisal form and system mechanics
ch.6.mcpherson.chapter_6_outline.docx