Performance Appraisal

Organizations of all sizes face the challenge of accurately and fairly evaluating performance in the workplace. Performance Appraisal and Management distills the best available research and translates those findings into practical, concrete strategies. This text explores common obstacles and why certain performance appraisal methods often fail. Using a strategic, evidence-based approach, the authors outline best practices for avoiding common pitfalls and help organizations achieve their maximum potential. Cases, exercises, and spotlight boxes on timely issues like cyberbullying in the workplace and appraising team performance provides readers with opportunities to hone their critical thinking and decision-making skills.

Do you supervise people? If so, this book is for you. One of a manager’s toughest—and most important—responsibilities is to evaluate an employee’s performance, providing honest feedback and clarifying what they’ve done well and where they need to improve. In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process—no matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-don’t bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face. Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often: • How do I set goals effectively? How many goals should someone set? • How do I evaluate a person’s behaviors? Which counts more, behaviors or results? • How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee? • How do I tell someone she’s not meeting my expectations? How do I deliver bad news? Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers. In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. It’s the one book you need to excel at this daunting yet critical task.

"Performance Appraisal and Management" brings forth the essence of the subject in a holistic and integrative manner by emphasizing not only the concepts but the causes and consequences. The book addresses the contemporary concepts, processes, programmes, methodologies and legal, ethical and cultural issues associated with appraising executive and employee performance. The book is enriched with extensive and rich pedagogical tools, relevant case studies, and numerous caselets of organizational practices for facilitating easy grasp and understanding of essential constructs of performance appraisal and management. It is also highly useful for HR practitioners, Business Managers and Management Trainers.

Combining the experience and work of many companies, this book provides tested tools for effective performance appraisals. Discussed are such topics as designing a performance review, legal considerations, implementing an effective performance review system, and presenting reviews to employees. Sample forms are provided to help companies build their own systems. A CD-ROM with all of the appraisal forms in the book in both PDF and RTF formats is included.

Compiling extensive research findings with real insights from the business world, this must-read book on performance appraisal explores its evolution from the classic appraisal to its current form, and the methodology behind its progression. Looking forward, Aharon Tziner and Edna Rabenu emphasize that well-conducted appraisals combine a mixture of classic and current, and are here to stay.

End every manager's nightmare: conducting performance appraisals.

For over a quarter of a century, this classic and time-proven guide has assisted managers in effectively appraising employee performance. The more than three thousand professionally written phrases clearly describe over sixty critical rating factors. Now in its eleventh edition, the guide has been continuously revised to meet changing employment conditions. Over one million copies have been sold. This widely acclaimed handbook is a practical and valuable aid to making the completion of performance appraisals fast, easy and accurate.

Based on a previous book by the same authors, Understanding Performance Appraisal delineates a social-psychological model of the appraisal process that emphasizes the goals pursued by raters, ratees, and the various users of performance appraisal. The authors apply this goal-oriented perspective to developing, implementing, and evaluating performance appraisal systems. This perspective also emphasizes the context in which appraisal occurs and demonstrates that the shortcomings of performance appraisal are in fact sensible adaptations to its various requirements, pressures, and demands. Relevant research is summarized and recommendations are offered for future research and applications. Graduate-level students, organizational development consultants and trainers, human resource managers, faculty and scholars, and psychologists in human resource management as well as other professionals who conduct research on performance appraisal programs will find this book not only interesting but also a valuable resource.