Module 11: IntroductionAttached Files:
Chapter 07.pptx (658.731 KB)
Analyze the role of a communication plan in performance management systems.
Evaluate the factors and training that impact the quality of performance information.
Evaluate the different steps for implementing an effective performance management system.
7/5/23, 11:31 AM
Operations Management
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Discussion 25
Description
25 points
Rubric Detail
Levels of Achievement
Criteria
Exceeds
Expectations
Meets
Expectation
Some
Expectations
Unsatisfactory
Quantity
5 to 6 points
3 to 4 points
1 to 2 points
0 to 0 points
Initial post and
two other posts
of substance.
Initial post and
one other post
of substance.
Initial post only.
Did not
participate.
5 to 6 points
3 to 4 points
1 to 2 points
0 to 0 points
Demonstrates
excellent
knowledge of
concepts, skills,
and theories
relevant to the
topic.
Demonstrates
knowledge of
concepts, skills,
and theories.
Demonstrates
satisfactory
knowledge of
concepts, skills,
and theories.
Did not
participate.
5 to 6 points
3 to 4 points
1 to 2 points
0 to 0 points
Discussion
post(s) exceed
expectations in
terms of support
provided and
extend the
discussion.
Discussion
post(s) meet
expectations in
terms of
support
provided.
Statements are
satisfactory in
terms of
support
provided.
Did not
participate.
6 to 7 points
4 to 5 points
1 to 2 points
0 to 0 points
Writing is well
organized, clear,
concise, and
focused; no
errors.
Some significant
but not major
errors or
omissions in
writing
organization,
focus, and
clarity.
Numerous
significant
errors or
omissions in
writing
organization,
focus, and
clarity.
Did not
participate.
Content
Support
Writing
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1
Chapter 7
Rolling Out the Performance Management
System
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Overview
■
■
■
■
■
Communication Plan
Appeals Process
Rater Training Programs
Pilot Testing
Ongoing Monitoring and Evaluation
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Implementation
■
“Implementation” refers not only to launching a new
system from scratch, but also, to revising and improving
an existing one
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Communication Plan Components
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Communication Plan
Answers the Questions:
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What is Performance Management (PM)?
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How does PM fit into our strategy?
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What’s in it for me?
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How does it work?
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What are my responsibilities?
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How does PM relate to other initiatives?
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Cognitive Biases That Affect
Communications Effectiveness(1of 4)
■
Selective Exposure
■
Selective Perception
■
Selective Retention
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Cognitive Biases That Affect
Communications Effectiveness(2 of 4)
■
Selective Exposure
• Tendency to expose our minds only to ideas with
which we already agree
• E.g., only communicating with employees who agree
that PM is a good idea
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Cognitive Biases That Affect
Communications Effectiveness(3 of 4)
■
Selective Perception
• Tendency to perceive a piece of information as
meaning what we would like it to mean even though
the information, as intended by the communicator, may
mean the exact opposite
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Cognitive Biases That Affect
Communications Effectiveness(4of 4)
■
Selective Retention
• Tendency to remember only those pieces of
information with which we already agree
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Minimizing Effects of Cognitive
Biases
Involve employees
Understand employee needs
Strike first
Provide facts and consequences
Put it in writing
Use multiple channels of communication
Use credible communicators
Say It and then say It again
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Minimizing Effects of Cognitive Biases
(1 of 8)
■
Involve Employees
• People support what they help create
• Higher the level of participation is in designing the
system, the greater the support for the system will be
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Minimizing Effects of Cognitive Biases
(2 of 8)
■
Understand Employee Needs
• Identify how to meet needs through PM
• E.g., Are they interested in development activities
that would eventually lead to a promotion or a
different job within the organization?
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Minimizing Effects of Cognitive Biases
(3 of 8)
■
Strike First
• Create positive attitude toward PM
• Do not set up expectations you cannot deliver
• Provide evidence to counter some of the arguments
that might be used against the system
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Minimizing Effects of Cognitive Biases
(4 of 8)
■
Provide Facts and Consequences
• Clearly explain facts and what they mean or what the
consequences are
• Do not let employees draw their own conclusions
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Minimizing Effects of Cognitive Biases
(5 of 8)
■
Put it in Writing
• Create documentation describing the system and post
it where it is accessible to everyone
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Minimizing Effects of Cognitive Biases
(6 of 8)
■
Use Multiple Communication Channels
• Face-to-face meetings; Virtual meetings; Email; TED
talks; Short video clips
• Expose employees repeatedly to the same message
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Minimizing Effects of Cognitive Biases
(7 of 8)
■
Use Credible Communicators
• Communication should be delivered by people who are
trusted and admired within the organization
• People regarded as key and powerful organizational
players
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Minimizing Effects of Cognitive Biases
(8 of 8)
■
Say It, and then, Say It Again
• Repeat the information frequently
• People can absorb only a small amount of information at
a time, and may be resistant to change
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Appeals Process(1 of 2)
■
Promote employee buy-in to PM system
• Amicable/Non-retaliatory
• Resolution of disagreements
■
Increases perception of the system’s fairness
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Appeals Process
(2 of 2)
■
Employees can question two types of issues:
• Judgmental
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Validity of evaluation
• Administrative
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Whether policies and procedures were followed
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Recommended Appeals Process (1 of 2)
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Recommended Appeals Process (2 of 2)
■
Level 1
• HR reviews facts, policies, and procedures
• HR reports to supervisor/employee
• HR attempts to negotiate a settlement
■
Level 2
• Arbitrator (panel of peers and managers)
■
Level 3
• High-level manager—final decision
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Company Spotlight (1 of 2)
■
University of Lethbridge implemented a three-level appeals
process in their performance management system to
increase buy-in from employees and perceived fairness
■
Levels include:
• 1: Human Resource investigation
• 2: Performance Evaluation Committee investigation
• 3: Formal Grievance under collective bargaining
guidelines
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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
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Rater Error Training (RET)
Similar to me
Contrast
Halo
Primacy
Recency
Negativity
First impression
Spillover
Stereotype
Attribution
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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
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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
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Pilot Testing(1 of 3)
■
Pilot testing is done before the system is implemented.
• Provides ability to:
■
Discover potential problems
■
Fix them
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Pilot Testing—Benefits(2 of 3)
■
Gain information from potential participants
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Learn about difficulties/obstacles
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Collect recommendations on how to improve system
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Understand personal reactions
■
Get early buy-in from some participants
■
Get higher rate of acceptance
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Implementing a Pilot Test(3 of 3)
■
Roll out test version with sample group
• Staff and jobs generalizable to the organization
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Fully implement planned system
• All participants keep records of issues encountered
• Do not record appraisal scores
• Collect input from all participants
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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
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Company Spotlight (2 of 2)
■
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
b. Training line managers
c. Ongoing monitoring of the program using data from
employee surveys, face-to-face meetings with line
managers, and team meetings
a.
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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
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Quick Review
Communication Plan
■ Appeals Process
■ Rater Training Programs
■ Pilot Testing
■ Ongoing Monitoring and Evaluation
■
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Copyright
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
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