1. Logistics
Io and Popular press due NEXT WEEK
Part I: Training Quiz NEXT WEEK
UPDATE emergency contact info:
– “All Registration/Add/Drop activity will be restricted
by a Service Indicator (Hold) applied to their
account. The Service Indicator will be "self released"
by students through ISIS when they verify their
Part II: Performance Emergency Contact Information or choose not to
provide the information by verifying the blank page.
Guerilla Girls: Feminists are Funny: This
Appraisal Thurs, 7:30, Comley Lane Theater (Mahoney)
Training Training
Definition: The systematic acquisition of
skills, rules concepts, or attitudes that
result in improved performance
– Change in behavior
Hamburger university
Why Training? Learning Objectives
Deal with Change At the conclusion of this module, you
Deal with New tech should:
– Be able to 100% accurately describe the basic
Enhance management strategy and timeline of a training program
effectiveness – Be able to distinguish between on-site and off site
Makes sure employees have required training methods and their advantages and
disadvantages
KSAs – Be able to critically evaluate and accurately list at
Deal with Diversity sensitivity least three ways to know if a training program was
successful
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2. A Chronological Approach Pretraining Environment
Pretraining environment Individual Differences
Needs assessment – What do learners bring to the training
environment?
Training Design
Environmental Support
Training Implementation
– Is training valued?
Training Transfer and Outcomes
Framing of the Training
Training Evaluation
– Is it basic or advanced?
Needs Assessment Training Design
Key Question: What does the training On-site Off-site
need to accomplish... – On-the-job – Lectures
– ...in terms of the organization’s goals? training – Audio-visual
– ...in terms of specific tasks?
– Job rotation – Conferences
– …in terms of the people involved?
– Apprenticeship – Computer-assisted
Should result in learning objectives –
instruction
like the ones for this lesson!
– Simulation/role-
playing
Training Transfer Training Evaluation
Does material from training actually get Kirkpatrick’s standards for success
USED? – Reactions
– Initiation – Learning
– Maintenance – Behavior
– Generalization – Results
Outcomes…
– Knowledge, skills, attitudes, etc.
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3. Future Directions Performance Appraisal
Increased automation
Diversity of the workforce
Continuous learning
Adaptation and flexibility
Training as a market all its own
Roadmap Performance Appraisal
Performance = behaviors
Definition – Observable
Uses of Performance Appraisal Effectiveness = the evaluation of the
Process results of performance
– Beyond the control of the employee
Sources of Appraisal Info
– Contaminated by other factors
Rater issues Obvious relationship between
Other P.A. issues Performance & Effectiveness
Try to appraise employees on behaviors
Basic Performance Appraisal Process
Use of Performance Appraisals
Conduct a Job Analysis (e.g.,
specify tasks and KSAs)
Feedback
Personnel Training
Wage/Salary Allocation (Compensation) Develop Performance Standards
Placement (e.g., define what is superior,
Promotions acceptable, and poor job
performance)
Discharge/Termination
Personnel Research
Legal Defense Develop or Choose a Performance
Appraisal System
3

4. Sources of Appraisal Info Sources of Appraisal Info (2)
Objective Production Data
Judgmental Data
– Objective number of behaviors or output
– Graphic Rating Scales
Personnel Data • Halo Errors – general feeling towards the target
– Absenteeism
– Turnover
– Accidents
Halo Error
Sources of Appraisal Info (2)
Responsibility
Commitment
Judgmental Data
Initiative
– Graphic Rating Scales
Sensitivity • Halo Errors – general feeling towards the target
• Leniency Errors – hard vs soft “grader”
Judgment
• Central Tendency Errors – avoid extremes
Communication – Employee Comparison
• Rank-Order Method
• Paired Comparison
High ratings on other Observation of specific
performance behavior (s) (e.g.,
dimensions volunteers to work
overtime)
Subjective Appraisal Methods
(can be used with any type of
job) Sources of Appraisal Info (2)
Relative Methods
1) Ranking Judgmental Data
1st _____ – Graphic Rating Scales
• Halo Errors – general feeling towards the target
2nd_____
• Leniency Errors – hard vs soft “grader”
3rd _____ • Central Tendency Errors – avoid extremes
– Employee Comparison
2) Pair Comparison
• Rank-Order Method
Employee-1 _____ versus Employee-2 _____ • Paired Comparison
• Forced Distribution
Employee-1 _____ versus Employee-3 _____ etc.
– Behavioral Checklists
• Both are difficult to use with a large number of subordinates • Critical Incidents, BARS, & BOS
4

5. Subjective Appraisal Methods
Behavioral Methods (use of critical incidents; examples Rater Issues
of good and poor job behavior collected by job experts
over time)
Rater Training
Behavior Observation Scales (BOS)
– Give reference points
• Rate the frequency in which critical incidents are
performed by employees
Rater Motivation
– Bias in supervisory ratings
• Sum the ratings for a total “performance” score
– Try to motivate accuracy
1) Assists others in job duties.
_____ _____ _____ _____ _____
Never Usually Always
2) Cleans equipment after each use.
_____ _____ _____ _____ _____
Never Usually Always
Other Performance Issues… Other Performance Issues…
Extra-Role Behaviors (Contextual Perf) Self-Appraisals
– Organizational Citizenship Behaviors Peer Assessment
(OCB) 360-degree feedback
Performance Appraisal in Teams
Stereotypes & Bias in Performance
Appraisal
– Descriptive Stereotypes
– Prescriptive Stereotypes
Factors Affecting Employees Acceptance of Performance
Evaluations
• Asking for (and using) performance information/input from employees importance
of using
employee
• Ensure a 2-way interaction during the performance appraisal meeting self-
evaluations
• Provide a way for employees to counter or challenge the appraisal
• Sufficient detail and knowledge of employee performance by supervisors
• Consistent use of performance standards across employees
importance
of rater
training
• Basing performance evaluation on actual job behaviors
• Using performance ratings for personnel decisions (e.g., pay, promotion)
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