Aguinis Performance Management 3rd edition. Case study 1-3 Distinguishing Performance Management Systems from Performance Appraisal systems Criticism 1:[ there can be] inconsistency between comments and scores on an employee's evaluation Criticism 2: the annual performance review is a bad management tool. to start with it is not timely. if your subordinate is deficient in some ways, you wait 11 months to say something about it. how does that help next weeks performance? Criticism 3: never make the evaluation a hit and run. it should take the form of a dialogue between the supervisor and subordinate, not an isolated event but rather a part of performance/career management more generally. Criticism 4: a number of years ago, the U.S. EEOC created a "like me" task force. its general conclusion, there was a human tendency to favor employees who are like the managers making the employment assessment. Criticism 5: few managers jump with glee at appraisal time. when they triage workplace demands, many times appraisals end up at the bottom. as a result, late appraisals are often the norm and not the exception. Criticism 6: because performance is ultimately measured on a nonstop, continuous basis, managers may become overwhelmed with cognitive load, paperwork, and generally more work to do. Criticism 7: what'so left is the more important strategic role of raising the reputational and intellectual capital of the company, but HR is, it turns out, uniquely unsuited for that. Criticism 8: goal setting when done wring, gives the employee the wrong goals, those for instance, which are not aligned with the organizations strategic orientation. Criticism 9: often an employee with substandard performance is evaluated as meeting expectations or even better, and the average employee receives an above average evaluation. Criticism 10:[ the process does not involve helping or making employees] set goals for the future.
Aguinis Performance Management 3rd edition. Case study 1-3 Distinguishing Performance Management Systems from Performance Appraisal systems Criticism 1:[ there can be] inconsistency between comments and scores on an employee's evaluation Criticism 2: the annual performance review is a bad management tool. to start with it is not timely. if your subordinate is deficient in some ways, you wait 11 months to say something about it. how does that help next weeks performance? Criticism 3: never make the evaluation a hit and run. it should take the form of a dialogue between the supervisor and subordinate, not an isolated event but rather a part of performance/career management more generally. Criticism 4: a number of years ago, the U.S. EEOC created a "like me" task force. its general conclusion, there was a human tendency to favor employees who are like the managers making the employment assessment. Criticism 5: few managers jump with glee at appraisal time. when they triage workplace demands, many times appraisals end up at the bottom. as a result, late appraisals are often the norm and not the exception. Criticism 6: because performance is ultimately measured on a nonstop, continuous basis, managers may become overwhelmed with cognitive load, paperwork, and generally more work to do. Criticism 7: what'so left is the more important strategic role of raising the reputational and intellectual capital of the company, but HR is, it turns out, uniquely unsuited for that. Criticism 8: goal setting when done wring, gives the employee the wrong goals, those for instance, which are not aligned with the organizations strategic orientation. Criticism 9: often an employee with substandard performance is evaluated as meeting expectations or even better, and the average employee receives an above average evaluation. Criticism 10:[ the process does not involve helping or making employees] set goals for the future.
Management, Loose-Leaf Version
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ISBN:9781305969308
Author:Richard L. Daft
Publisher:Richard L. Daft
Chapter12: Managing Human Talent
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Aguinis Performance Management 3rd edition. Case study 1-3
Distinguishing Performance Management Systems from Performance Appraisal systems
Criticism 1:[ there can be] inconsistency between comments and scores on an employee's evaluation
Criticism 2: the annual performance review is a bad management tool. to start with it is not timely. if your subordinate is deficient in
some ways, you wait 11 months to say something about it. how does that help next weeks performance?
Criticism 3: never make the evaluation a hit and run. it should take the form of a dialogue between the supervisor and subordinate, not
an isolated event but rather a part of performance/career management more generally.
Criticism 4: a number of years ago, the U.S. EEOC created a "like me" task force. its general conclusion, there was a human tendency
to favor employees who are like the managers making the employment assessment.
Criticism 5: few managers jump with glee at appraisal time. when they triage workplace demands, many times appraisals end up at
the bottom. as a result, late appraisals are often the norm and not the exception.
Criticism 6: because performance is ultimately measured on a nonstop, continuous basis, managers may become overwhelmed with
cognitive load, paperwork, and generally more work to do.
Criticism 7: what'so left is the more important strategic role of raising the reputational and intellectual capital of the company, but HR
is, it turns out, uniquely unsuited for that.
Criticism 8: goal setting when done wring, gives the employee the wrong goals, those for instance, which are not aligned with the
organizations strategic orientation.
Criticism 9: often an employee with substandard performance is evaluated as meeting expectations or even better, and the average
employee receives an above average evaluation.
Criticism 10:[ the process does not involve helping or making employees] set goals for the future.
Criticism 11: coaching can be tricky. when done wrong, it can be devastating. for example, a coach's feedback can have detrimental
effects if it focuses on the employee as a whole as opposed to specific work behaviors at work.
Mark X in the appropriate category(s)
Criticisms
Pertains to performance appraisal systems only.
Pertains to performance management only
Pertains to both
1
3
4
5
6
7
8
10
11](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2Fa7468455-e2ae-4196-bdc8-06a0743dd74c%2F995d2ad8-546d-4041-b3ff-75399dff6d8a%2Fbfogj0e_processed.jpeg&w=3840&q=75)
Transcribed Image Text:Question
Aguinis Performance Management 3rd edition. Case study 1-3
Distinguishing Performance Management Systems from Performance Appraisal systems
Criticism 1:[ there can be] inconsistency between comments and scores on an employee's evaluation
Criticism 2: the annual performance review is a bad management tool. to start with it is not timely. if your subordinate is deficient in
some ways, you wait 11 months to say something about it. how does that help next weeks performance?
Criticism 3: never make the evaluation a hit and run. it should take the form of a dialogue between the supervisor and subordinate, not
an isolated event but rather a part of performance/career management more generally.
Criticism 4: a number of years ago, the U.S. EEOC created a "like me" task force. its general conclusion, there was a human tendency
to favor employees who are like the managers making the employment assessment.
Criticism 5: few managers jump with glee at appraisal time. when they triage workplace demands, many times appraisals end up at
the bottom. as a result, late appraisals are often the norm and not the exception.
Criticism 6: because performance is ultimately measured on a nonstop, continuous basis, managers may become overwhelmed with
cognitive load, paperwork, and generally more work to do.
Criticism 7: what'so left is the more important strategic role of raising the reputational and intellectual capital of the company, but HR
is, it turns out, uniquely unsuited for that.
Criticism 8: goal setting when done wring, gives the employee the wrong goals, those for instance, which are not aligned with the
organizations strategic orientation.
Criticism 9: often an employee with substandard performance is evaluated as meeting expectations or even better, and the average
employee receives an above average evaluation.
Criticism 10:[ the process does not involve helping or making employees] set goals for the future.
Criticism 11: coaching can be tricky. when done wrong, it can be devastating. for example, a coach's feedback can have detrimental
effects if it focuses on the employee as a whole as opposed to specific work behaviors at work.
Mark X in the appropriate category(s)
Criticisms
Pertains to performance appraisal systems only.
Pertains to performance management only
Pertains to both
1
3
4
5
6
7
8
10
11
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