1) Give specific examples of good/bad behaviours

2) Focus feedback on behaviour not person

3) Frame feedback to be helpful

4) Direct feedback toward behaviour the employee can control

5) Timely feedback

6) Limit feedback to reasonable amount

7) Use communication skills

1) Little face-to-face b/w employee and manager

2) Not clear job description for appraisal

3) Managers don't value it or concerned with bad appraisal

4) Managers don't like face-to-face

5) Bad rating and feedback

6) Once a year

7) Judgemental roles

1) Job related, made with JA

2) Must give employee's job standards before appraisal

3) Must be able to observe behaviour

4) Document any persistent problems

5) Trained supervisors

6) Discussed openly with employees

7) Appeals procedure to be developed to discuss disagreements

1) Criterion deficiency - Not measuring all of an employee's tasks

2) Criterion contaminiation - influence from other factors ex// sick, family member lost, bad season for sales

It is an appraisal system that has many evaluators. Safeguards include,

1) Ensure evaluators are anonymus

2) Make respondents accountable

3) Prevent employees "helping" each other

4) Use stats procedures to evaluate

5) Identify and get rid of biases

1) Personality (possible bias, ambiguous)

2) Objective (output - hard to measure sometimes)

3) Quality (# of errors)

4) Employement data (absences, accidents)

5) Mixed-standard scale (better than, equal or worse than)

6) Forced choice (distinguish success or not performance)

7) Essay method (statement about employee behaviour)

8) Behavioural methods

1) Critical incident (critical event occuring denoting superior or inferior performance)

2) Behaviourally anchored rating scale (BARS) (consists of vertical scales on a 5 points scale, one for each important dimension of job)

3) Behavioural observational scale (BOS) (measures frequency of observed behaviour)

1) Productivity Measures

2) Management by objectives (sales, profits)

3) Balanced Scorecard (BSC)

1) Tell and sell interview (Persuade to change behaviour)

2) Tell and listen interview (release feelings about job)

3) Problem-solving interview (discuss problems, fix them)

1) Ask for self-assessment

2) Invite participation

3) Express appreciation

4) Minimize criticism

5) Change the behaviour not the person

6) Focus on solving problems

7) Be supportive

8) Establish goals

9) Follow up day to day

1) Canada Labour Code

2) Employment Standards Acts

3) Pay Equity

1) Identify vital org. metrics that encourage behaviour

2) Involve employees

3) Find the right incentive payout

4) Establish a clear link b/w performance and payout

1) Straight salary plan - Paid for duties that are not related to sales volume

2) Straight commission plan - based on % of sales

3) Combined salary and commission plan - Straight salary and commission

4) Salary plus bonus plan - salary + bonus for reaching sales goals

1) Base salary

2) Short term incentives/bonuses

3) Long term incentives/stock plans

4) Benefits

5) Perquisites(perks)