美国研究生课程-薪酬管理-basesforpay2课件.ppt

1、2022-11-6美国研究生课程-薪酬管理-basesforpay2美国研究生课程美国研究生课程-薪酬管薪酬管理理-basesforpay2美国研究生课程-薪酬管理-basesforpay2www.shrm.org/HR-Solutions-ChallengeJuly 2013 WinnerWhat advice do you have for a recent college graduate who wants to breakinto HR?So many entry-level jobsrequire HR experience.How can a new graduate gain

2、experience?Job Note美国研究生课程-薪酬管理-basesforpay2Learning Objectives Identify the value of performanceevaluations Responsibilities in a performanceappraisal system Examine types of performance appraisal systems Performance appraisal observations Identify types of rater errors美国研究生课程-薪酬管理-basesforpay2Valu

3、e of Performance Evaluations Motivate employees to perform better Help employees identify ways in whichthey can develop and grow Improve the respect employees have fortheir managers Foster good communications betweenmanager and employee Identify poor performers and guide themback on track Documentin

4、g poor performance as atool to lawfully and fairly terminateemployment if performance doesntimprove(If done properly)美国研究生课程-薪酬管理-basesforpay2The Company Creates strategic plan Provides support&resourcesThe Manager Identifies job requirements Observes&documents employee performance Provides ongoing

5、feedback to the employee Provides support&resourcesManager&Employeetogether Identify job goals Create action plans for meeting goals Engage in ongoing dialogue about performanceThe Employee Listens to&acts on feedback from the manager Performs by meeting requirements&goals Provides feedback about th

6、e work environmentResponsibilities in a PerformanceAppraisal System美国研究生课程-薪酬管理-basesforpay2Managers PerspectiveOn Performance Appraisals Too much paperwork Uncomfortable role differentiating performance Dealing with poor performersWhat are we really trying to determine?Differences in performance be

7、tween employees How much to pay employees Improve employee performance Monitor progress against goals美国研究生课程-薪酬管理-basesforpay2Generally Accepted PurposesOf Performance Appraisals Administrative Employee Growth&Development Legal ReasonsConflictAdministrative Need to differentiate between individuals

8、Tied to pay increases EmployeeDevelopment Improve performance美国研究生课程-薪酬管理-basesforpay2HRs Role in the PerformanceAppraisal Process DevelopmentFulfill its role of optimizing theutilization of personnel withinthe organization AdministrativeDeveloping systems and processes to support the achievement of

9、 strategic business goals美国研究生课程-薪酬管理-basesforpay2Bayers Performance Appraisal System美国研究生课程-薪酬管理-basesforpay2Performance Appraisal Systems Trait systems Comparison systems Behavioral systems Goal-oriented systems美国研究生课程-薪酬管理-basesforpay2Trait Systems CharacteristicsTrait systems Raters evaluate eac

10、h employees traits or characteristics.Quality of workJudgmentQuantity of workLeadership responsibilityDependabilityDecision-making abilityCooperationCreativityInitiative美国研究生课程-薪酬管理-basesforpay2Trait Appraisal Example美国研究生课程-薪酬管理-basesforpay2Comparison systems Employees performance evaluated against

11、 the performance of other employees.Rates and ranks performance TypesForced distributionPaired comparisonsComparison Systems 美国研究生课程-薪酬管理-basesforpay2Forced Distribution Example美国研究生课程-薪酬管理-basesforpay2Paired Comparison Example美国研究生课程-薪酬管理-basesforpay2Behavioral SystemsBehavioral systemsRate employe

12、es on the extent to which they display successful job performance behaviors.Types:Critical-incident technique(CIT)Behaviorally-anchored rating scales(BARS)Behavioral observation scales(BOS)美国研究生课程-薪酬管理-basesforpay2Critical Incident Technique(CIT)Employees and supervisors identify and label job behav

13、iors and results Supervisors observe and record Requires extensive documentationCriticalIncidents Example美国研究生课程-薪酬管理-basesforpay2Behaviorally-Anchored Rating Scales(BARS)Based on 810 expected job behaviors Employees rated on ability to perform each behavior Ratings highly defensibleEncourages all r

14、aters to make evaluations in similar waysBehaviorally-Anchored Example美国研究生课程-薪酬管理-basesforpay2Behavioral Observation Scales(BOS)Documents positive performance behaviors on job dimensions Employees rated on exhibited behaviors Ratings averaged for overall rating BOSExample美国研究生课程-薪酬管理-basesforpay2Go

15、al-oriented SystemsGoal-oriented systems Typically used to evaluate employees progress toward strategic planning objectives.Management-by-Objectives Supervisors and employees set objectives Highly effective technique Rated on how well objectives are met Mainly for professionals and managers 美国研究生课程-

16、薪酬管理-basesforpay2Features&Advantages of MBO Motivation involving employees in goal settingand increasing employee empowerment and satisfaction and commitment Better Communication&Coordination increases interactions and helps maintain relationships while working toward common goals Clarity of Goals e

17、mployees have a higher commitment to objectives they help set and are linked to the organizations objectives美国研究生课程-薪酬管理-basesforpay2Setting SMART ObjectivesEvery objective must meet these criteria:Is it Specific?Is it Measurable?Is it Appropriate?Is it Realistic?Is it Time-bound?美国研究生课程-薪酬管理-basesf

18、orpay2Objectives for Year -Example美国研究生课程-薪酬管理-basesforpay2360 Degree Performance Appraisalor Multi-rated Feedback Include direct feedback from an employees subordinates,peers,and supervisor(s),as well as a self-evaluation Can also include feedback from external sources,such as customers and supplie

19、rs or other interested stakeholders Provides a broader perspective on employees Helps to improve employee performance because it helps the employee see different perspectives of their performance Appropriate for work team evaluations美国研究生课程-薪酬管理-basesforpay2360 Degree EvaluationExample美国研究生课程-薪酬管理-b

20、asesforpay2Major Types of Rater Errors Bias errors Contrast errors Errors of central tendency Errors of leniency or strictness美国研究生课程-薪酬管理-basesforpay2Bias Errors First-impression effect Positive halo effect Negative halo effect Similar-to-me effect Illegal discriminatory biases Contrast Errors Supe

21、rvisor compares employees performances to other employees,not to explicit performance standards What if the best employee is average?美国研究生课程-薪酬管理-basesforpay2Central Tendency Errors Supervisors rate all employees as average Usually occurs when only extreme behaviors require documentationLeniency or

22、Strictness Errors Leniency errors-managers rate employees performances more highly than they would rate them using objective criteria Strictness error-supervisors rate employees performance lower than they would rate them using objective criteria美国研究生课程-薪酬管理-basesforpay2Learning Objectives Identify

23、the value of performanceevaluations Responsibilities in a performanceappraisal system Examine types of performance appraisal systems Performance appraisal observations Identify types of rater errors美国研究生课程-薪酬管理-basesforpay2Learning Exercise#3AssignmentAppraising Performanceat PrecisionCase Study Strategic Compensation TextPage 742022-11-6美国研究生课程-薪酬管理-basesforpay2