Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 9 - Jack E. Miller, John R. Walker, Karen Eich Drummond

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Chapter 9 - Evaluating performance. This chapter presents the following content: Coaching, essentials of performance evaluation, making the evaluation, the appraisal interview, follow-up, legal aspects of performance evaluation.

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Nội dung Text: Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 9 - Jack E. Miller, John R. Walker, Karen Eich Drummond

Chapter 9: Evaluating Performance • Coaching • Essentials of Performance Evaluation • Making the Evaluation • The Appraisal Interview • FollowUp • Legal Aspects of Performance Evaluation 1
Coaching • Two part process (previously discussed). • A form of counseling used to help employees who are performing poorly. • Overall purpose is to evaluate and encourage. 2
Counseling Sessions : • Speak in private with employee • Be relaxed and friendly • Express concern calmly and positively • Ask employee their opinion, including possible solutions • Agree mutually on a course of action • Ask the employee to restate what has been agreed upon 3
Why is coaching often avoided? • Lack of time • Fear of confrontation • Assumptions about the employee (already knows what they are doing or will ask questions) • Little experience coaching 4
Steps in Coaching • Observe employees work performance • Praise good performance • Asks questions if performance is below standard • Correct as necessary • Get employee involved in seeking and trying solutions 5
General Coaching Guidelines • Be specific about job performance • Focus on behavior • Confront issues ASAP • Praise in public, correct in private • Explain impact of the employees job performance on the entire operation and work group • Be a coach, not a drill sergeant • Allow some time each day for coaching • Document coaching sessions 6
Essentials of Performance Evaluation • Performance evaluation (appraisal, review): A periodic review and assessment of each employee’s performance during a given period. • Not always used for hourly workers in the hospitality industry (lack of time, workers do not stay long enough, etc.). • Does not substitute in any way a informal evaluation. 7
The Purpose of Performance Evaluations • To evaluate and give recognition • Get different perspectives by looking back over a long period of time • Documentation of performance • Let people know how thy are doing • Set improvement goals • Basis for salary increase • Identify workers for potential advancement • May be used by other managers • May be used by your boss to rate you/ provides feedback on your hiring and training • Provides a occasion to get feedback from employees 8
The Benefits of Performance Evaluations • Helps to maintain performance standards • Improves employee morale and motivation • Provides opportunities for communication and relationships • Identifies workers with unused potential and those who should be terminated • Uncovers problems that are getting in the way of work 9
Steps in the Performance Review Process 1. Prepare for the evaluation 2. Making the evaluation 3. Sharing it with the worker 4. Providing a follow up 10
Making the Evaluation • Evaluations are typically formalized in an evaluation form. • This form lists performance dimensions or categories in measurable or observable terms . • Dimensions should be related to the job, and clearly defined in objective and observable terms. • Many forms use rating scales ranging from outstanding to unsatisfactory. • More precise description of each rating = more objective rating. 11
Making the Evaluation • Point values are sometimes assigned to each performance dimension. • No evaluation form solves all the problems of fairness and objectivity. • The usefulness of an evaluation form depends upon how carefully you fill it out. 12
Pitfalls in Rating Performance • Form itself • Halo effect • Letting feeling bias judgment • Comparing one person to another • Supervisors feelings about evaluation process affects ratings • Concern about consequences • Procrastination • Supervisor gives ratings for the effect they will have • Rating employees on most recent performance 13
Defense Against Pitfalls • Evaluate performance, not the employee • Be objective • Give specific examples • Where there is substandard performance ask WHY? Use the rule of finger • Think fair and consistent • Get others input • Write down ideas and discuss with the employee how to improve performance. 14
Employee Self Appraisal • Employees to fill out evaluation on themselves • May result in less employee defensiveness • May result in a more constructive performance appraisal interview • May improve motivation and job performance. 15
The Appraisal Interview (evaluation interview, appraisal review) • A private face to face session between you and your employee • Plan: pick a place free of interruption at an appropriate time, review the evaluation, and keep in mind your goal of a positive climate of communication and problem solving. 16
Conducting the Interview • Start off with small talk • Make sure the employee understands the evaluation process • Ask the employee to rate their performance • Encourage the employee to comment on your judgments • Get the employee to do most of the talking • Work with them on setting improvement objectives • Summarize the interview, end on a positive note 17
Common Mistakes in Appraisal Interviews • Authoritarian Approach (carrot stick) • Tell and sell approach (logic) • Criticizing and dwelling on past mistakes • Failing to listenarguing interrupting • Losing control letting emotions take over • Reducing standards for one person 18
FollowUp • CRUCIAL!!! • If you let the process drop until the next appraisal date, you let go of all of its potential. • Use all you have learned about your employees and yourself to improve your working relationship. 19
Legal Aspects of Performance Evaluation • EEO laws effecting performance evaluation include: – Title VII of the Civil Rights Act – Equal Pay Act – Age Discrimination in Employment Act – Americans with Disabilities Act 20