Performance Review & Development Meetings

Performance Review & Development Meetings

1. Both parties should prepare for the meeting so that they consider the points for discussion. Assess the achievement of objectives; understand the factors that affected performance and actions necessary to improve performance.
2. Self-Assessment. The employee should consider achievements and progress, prepare to explain the shortfalls, training and development needs.

Constructive Review Meetings

Such a meeting is likely to take place if reviewers:-

• Encourage reviewees to do most of the talking
• Listen actively to what they say
• Allow scope for reflection and analysis
• Analyse performance, not personality
• Keep the whole period under review, not isolated incidents
• Adopt a ‘no surprises’ approach – performance problems should have been identified and dealt with at the time they occurred
• Recognize achievements and reinforce strengths
• End the meeting positively with agreed action plans and an understanding of how progress in implementing them will be reviewed.

 Organizational characteristics.

• • Emphasis on past clashes with managerial preference for current information
  • No commitment to appraisal
  • Conducting of appraisals not reinforced – no rewards
  • PA not an important function of management.
  • Redundant in participative democratic climate.

Position characteristics.

1. Inability to observe performance.

 

SYSTEM CHARACTERISTICS.

Implementation

• No user participation in system development.
• Failure to develop performance measures from job analysis.
• Rating systems administered subjectively.
• Results used to discriminate on the basis of race, gender etc.

 Performance appraisal policies.

• No standard policy regarding raters tasks/roles in appraisal.
• No standard policy regarding frequency of appraisals.

PERFORMANCE APPRAISAL ELEMENTS.

Rater and rating process

Observation

• Lack of knowledge of ratees job.
• Possession of erroneous or incomplete information.
• Differing expectations because of levels in hierarchy and role

 Judgement

• Bias and errors in human judgement.
• Stereotypes and prejudices.

performance appraisal instrument.

Performance measures (criteria)

• Ambiguity of performance measures: incompleteness.
• Lack of specificity and behaviour – based language
• Irrelevant performance criteria
• Criteria not communicated explicitly to ratees.

PERFORMANCE APPRAISAL OUTCOMES.

  Evaluation

• Failure to recognise excellent performance
• Promotional decision errors
• Staffing jobs with inadequate skills mix

         Guidance and development.

• Failure to recognise potential
• Failure to build skills through training.

Motivation.

Grievances because of subjectivity and bias.