It’s scary. Just plain scary. A person who’s identity I have removed – a an HR person/trainers said about employee rankings and ratings:
On 11 May 2004 at 21:23, edllarena wrote:
May
23
Category Archives: Performance Management and Appraisal
May
21
Upward Appraisals and Employee Surveys
On feedback upwards, appraisals to supervisors and supervisors:
I think we need to separate two different functions – one is judging (my manager does this or that well or badly), and providing critical information or feedback to help the manager do his or her job, and support the employee in getting their jobs done.
If we are talking about judging, then I suspect David is correct. If we are talking about getting information from employee to manager about how the manager can be more useful, then it’s a different story.
May
08
Rewarding Employees To Improve Performance
Here’s a take on the use of rewards in the workplace.
First, with rewards like this, staff will habituate, so you may get an initial increase in performance, which will fall off rapidly. Or, a bigger problem may arise.
Second, while I can hardly stand Alfie Kohn’s work, the one thing that stands out and I believe is robust and accurate is that the outcomes of reward depend on the PERCEPTIONS of the recipients. IF the rewards
are perceived as manipulative to squeeze out more, negative things happen. This scheme sounds like it could very well be perceived that way.
May
07
Legal issues related to performance appraisal
Thought this might be of interest.
http://www.cob.sjsu.edu/facstaff/malos_s/bookchap.htm
It’s a book chapter analysis of legal issues and performance appraisals, and it seems pretty comprehensive, citing a truckload of case law.
Whether it supports or doesn’t support the use of performance appraisals, I can’t say. It’s not exactly bedtime reading BUT if you really are into these things, worth checking out.