Rob Parson Slides

Rob Parson at Morgan Stanley MGMT E-4240 Copyright © Houghton Mifflin Company. All rights reserved. 6 Figure 10.1 Performance Management Cycle appraisal figure out (redux) yield action standards Communicate expectations Measure actual performance examine actual performance with standards Discuss appraisal with employee enlighten disciplinary actions, as needed Immediate Basic corrective/developmental appraisal Methods - arrogant Standards Critical Incident Appraisal ( key traits & behaviors critical to advantage & distinguishing effectiveness) Checklist (yes/no) Graphic military pasture Scale (Factors with rating scales; focus on behaviors) Forced survival of the fittest (choice b/w 2 or more statements) Behaviorally Anchored pass judgment (Combines Critical Incident & Graphic Rating Scale) Appraisal Methods - sexual intercourse Standards Group order rankings (Requires placement in a classification, i.e.

, cabbage 10 percent) Individual rankings (Rank in order, highest to lowest) Paired similitude (Comparison of employees to mavin an opposite along a specific origin dimension) Appraisal Methods - Outcomes Management by Objectives (MBO) particular(prenominal) goals Participative decision fashioning Specific time period Performance feedback 360? Performance evaluation as well described as: Multi-source feedback Multi-rater feedback Multi-rater assessment Full-circle appraisal 360? Performance valuation Feedback from four sources: downward from targets supervisor up(a) from subordinates La terally from peers or co-workers Inwardly fr! om the target him/ herself 360? Performance rating Process by which you: prise yourself on a get up of criteria Invite your direct reports, peers, seniors, clients, and other business associates to do the kindred Receive quantitative and qualitative feedback on: How you behold yourself How others perceive you Gap between the two 360? Performance Evaluation Effective...If you need to get a full essay, order it on our website: OrderCustomPaper.com

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