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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
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