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An introduction to performance management and appraisal interviews. It covers the importance of performance management, the purpose and nature of appraisal interviews, and different approaches and styles of interviews. The document also includes practical aspects of appraisal interviewing and guidelines for effective interviews.
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Human Resource Management 2
Nick Kinnie
To recall why performance management is
important – in theory and practice
To understand the purpose and nature of the
appraisal interview in the performance management process
To examine the different approaches and styles
of appraisal interviews
To give an opportunity to gain experience in the
practical aspects of appraisal interviewing
Performance Management …
has a critical role to play in organisational performance is widespread (found in nine out of ten firms) is vital to all employees is increasingly carried out by line managers is one of the most difficult tasks managers have to carry out
(Torrington et al 2005; Grint, 1993; McGregor, 1957; Meyer, 1965)
What do we mean by
performance management?
‘the policies, procedures and practices that focus on employee performance as a means of fulfilling organisational goals and objectives’
(Lowry (2002) in Marchington and Wilkinson (2005: 187-8))
‘establishing a framework in which performance by individuals can be directed, monitored, evaluated and rewarded, and whereby the links in the cycle can be audited’
(Mabey and Salaman (1995) in Torrington et al (2005: 261))
Organisational objectives Departmental/team objectives Individual competencies Setting of performance standards
Monitoring and Assessment
Development Reward (^) planningCareer
Source: Performance Management Survey Report September 2005 CIPD
Conflicting aims Organization
Seeking the development of individuals through coaching
Seeking information on which to base reward and promotion decisions
Individual Seeking valid performance feedback for development
Seeking rewards and promotion
= conflict
Performance Appraisal: What is
appraised?
Non-criteria or evidence based – personal evaluation
Rating traits – personal characteristics
Objectives – performance compared with targets
Competencies/behaviours – displayed and desired
Performance Appraisal:
interviewing styles
Tell and sell: appraiser acts as a judge – tells the appraisee the result and how to improve
Tell and listen: communicates outcomes and listens to reactions
Problem solving: appraisee encouraged to discuss problem areas and consider solutions
(Maier, N. (1976) The Appraisal interview – the three basic approaches)
Performance Appraisal:
interview structure
Preparation
Both parties need to prepare Appraiser: What style to adopt? gather the evidence from all parties Appraisee: self assessment
Structure
Purpose and rapport – agree purpose and structure Factual review – of the known facts
Performance appraisal:
interviewing skills
Ask the right questions: open, probing, follow up
and reflective
Engage in active, careful listening to all forms of
communication
Provide feedback based on evidence and
examples
Avoid: a focus on failure, control by the
appraiser, ends with disagreement (CIPD Performance Appraisal Fact Sheet at cipd.co.uk)
Ideally an appraisal meeting is
where…
Appraisees do most of the talking
Appraisers listen actively and provide feedback
Scope for reflection and analysis – an exchange of views
Performance is analysed not personalities Whole period is reviewed not just isolated incidents – evidence based
Achievement is recognised and reinforced
Identify areas for improvement – set agree objectives
Ends positively with agreed action plans to improve performance (CIPD Performance Appraisal Fact Sheet at cipd.co.uk)
Features of Performance
Management Systems
% use % effective
Individual annual appraisal 65 83
Objective setting and review 62 82
Personal development plans 62 81
Career management 37 47
Coaching 36 46
Performance related pay 31 39
Competence assessment 31 39
Self appraisal 30 53