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1、PerformanceManagementandAppraisal卫浴网http://www.360slt.comAfterstudyingthischapter,youshouldbeableto:Describetheappraisalprocess.Develop,evaluate,andadministeratleastfourperformanceappraisaltools.Explainandillustratetheproblemstoavoidinappraisingperformance.Listanddiscussthepr

2、osandconsofsixappraisalmethods.Performaneffectiveappraisalinterview.Discusstheprosandconsofusingdifferentraterstoappraiseaperson’sperformance.©2005PrenticeHallInc.Allrightsreserved.9–2ComparingPerformanceAppraisalandPerformanceManagementPerformanceappraisalEvaluatinganemployee’

3、scurrentand/orpastperformancerelativetohisorherperformancestandards.PerformancemanagementTheprocessemployersusetomakesureemployeesareworkingtowardorganizationalgoals.3©2005PrenticeHallInc.Allrightsreserved.WhyPerformanceManagement?Increasingusebyemployersofperformancemanagement

4、reflects:Thepopularityofthetotalqualitymanagement(TQM)concepts.Thebeliefthattraditionalperformanceappraisalsareoftennotjustuselessbutcounterproductive.Thenecessityintoday’sgloballycompetitiveindustrialenvironmentforeveryemployee’seffortstofocusonhelpingthecompanytoachieveitsstr

5、ategicgoals.4©2005PrenticeHallInc.Allrightsreserved.AnIntroductiontoAppraisingPerformanceWhyappraiseperformance?Appraisalsplayanintegralroleintheemployer’sperformancemanagementprocess.Appraisalshelpinplanningforcorrectingdeficienciesandreinforcethingsdonecorrectly.Appraisals,i

6、nidentifyingemployeestrengthsandweaknesses,areusefulforcareerplanningAppraisalsaffecttheemployer’ssalaryraisedecisions.5©2005PrenticeHallInc.Allrightsreserved.ClassroomTeachingAppraisalByStudentsFigure9–1Source:RichardI.Miller,EvaluatingFacultyforPromotionalandTenure(SanFrancis

7、co:Jossey-BassPublishers,1987),pp.164–165.Copyright©1987,Jossey-BassInc.,Publishers.Allrightsreserved.Reprintedwithpermission.6©2005PrenticeHallInc.Allrightsreserved.RealisticAppraisalsMotivationsforsoft(less-than-candid)appraisalsThefearofhavingtohireandtrainsomeonenewTheunple

8、asantreactionoftheappraiseeAcompanyappraisalprocesstha