Module 11: Implementing a Performance Management System

 

Within an organization, when an employee is assessed based upon his or her performance, it is critical that the employee can provide feedback associated with their performance review. In fact, employees should be able to disagree with aspects of the performance review (as applicable). 

Many organizations have processes associated with appealing a performance review. Explain what factors you believe should be included in the appeals process. Then, justify who you believe should be involved, at each step of the appeal, in the process.

Additionally, explain how two of the errors found in Section 7-3 (page 206 in your textbook), can impact performance reviews. Then, identify how these errors can be corrected/prevented.

It is important to present an in-depth analysis and integrate sufficient support from scholarly resources throughout the assignment. Use suitable headings and subheadings to organize the work in an appropriate manner. Be sure to support your statements with logic and argument, citing any sources referenced. 

Embed course material concepts, principles, and theories (require supporting citations) in your initial response along with at least one scholarly, peer-reviewed journal article. Keep in mind that these scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific to scholarly references. Use Saudi Electronic University academic writing standards and APA style guidelines. 

Be sure to support your statements with logic and argument, citing all sources referenced. Post your initial response early and check back often to continue the discussion.

You are required to reply to at least two peer discussion question post answers to this weekly discussion question. These peer replies need to be substantial and constructive in nature. They should add to the content of the post and evaluate/analyze that post answer. Normal course dialogue doesn’t fulfill these two peer replies but is expected throughout the course. Answering all course questions is also required

Chapter 7
Rolling Out the Performance Management System

7-1

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Overview
Preparation
Communication Plan
Appeals Process
Rater Training Programs
Pilot Testing
Ongoing Monitoring and Evaluation
7-2
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Preparation
Rolling out refers not only to launching a new system from scratch, but also, to revising and improving an existing one
7-3
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Communication Plan Components
7-4
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Communication Plan
Answers the Questions:
What is Performance Management (PM)?
How does PM fit into our strategy?
What’s in it for me?
How does it work?
What are my responsibilities?
How does PM relate to other initiatives?
7-5
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Cognitive Biases That Affect
Communications Effectiveness
Selective Exposure
Selective Perception
Selective Retention
7-6
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Recommended Appeals Process
7-7
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Minimizing Unintentional Rating Errors
Rater Error Training (RET):
Make raters aware of types of rating errors they are likely to make
Help raters minimize errors
Increase rating accuracy
7-8
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Rater Error Training (RET)
7-9
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Frame of Reference Training (FOR)
Goal of FOR*
Raters develop common frame of reference
Observing performance
Evaluating performance
Expected results of FOR
Raters provide consistent, more accurate ratings
Raters help employees design effective development plans
*Most appropriate when PM appraisal system focuses on behaviors
7-10
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Frame of Reference (FOR) Training

How does FOR training help counter biases in performance ratings?
What are some obstacles to implementing FOR training within organizations?
7-11
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Frame of Reference Training (FOR)

Behavioral Observation Training (BO)
Goals of BO
Minimize unintentional rating errors
Improve rater skills by focusing on how raters:
Observe performance
Store information about performance
Recall information about performance
Use information about performance
7-12
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Pilot Testing
Pilot testing is done before the system is implemented.
Provides ability to:
Discover potential problems
Fix them
7-13
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Pilot Testing—Benefits
Gain information from potential participants
Learn about difficulties/obstacles
Collect recommendations on how to improve system
Understand personal reactions
Get early buy-in from some participants
Get higher rate of acceptance
7-14
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Implementing a Pilot Test
Roll out test version with sample group
Staff and jobs generalizable to the organization
Fully implement planned system
All participants keep records of issues encountered
Do not record appraisal scores
Collect input from all participants
7-15
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Ongoing Monitoring and Evaluation
When system is implemented, decide:
How to evaluate system effectiveness
How to measure implementation
How to measure results
Evaluation data to collect:
Reactions to the system
Assessments of operational and technical requirements
Effectiveness of performance ratings
7-16
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Company Spotlight
BT Global Services used a three-step approach to rolling out a new PM system
Workshops that helped executives articulate why a new system was needed, what roles employees would play, and how those roles would contribute to the success of the company
Training line managers
Ongoing monitoring of the program using data from employee surveys, face-to-face meetings with line managers, and team meetings
7-17
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Indicators to Consider
Number of individuals evaluated
Quality of qualitative performance data
Quality of follow-up actions
Quality of performance discussion meetings
System satisfaction
Cost-benefit ratio or return on investment (ROI)
Unit-level and organization-level performance
7-18
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Quick Review
Preparation
Communication Plan
Appeals Process
Rater Training Programs
Pilot Testing
Ongoing Monitoring and Evaluation
7-19
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