Assignment Prompt & Instructions
– ## HumanManagementResourceMethodsHRM6301UnitVDB.docx
– ## UnitVStudyGuide.pdf
**## HumanManagementResourceMethodsHRM6301UnitVDB.docx**
2
Human Resources Management Methods HRM 6301
Unit V DB
Besides feedback during an evaluation, what other measures can you employ to facilitate employee improvement when there are noted deficiencies? Offer three options, and explain which you feel would work best, and explain why.
Initial post to be a minimum of 500 words and at least one supporting reference.
**## UnitVStudyGuide.pdf**
HRM 6301, Human Resource Management Methods 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.
5. Evaluate performance-based review processes.
5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
expectations.
5.2 Determine an effective process to evaluate employees that includes feedback on performance
issues and an appropriate evaluation tool.
Required Unit Resources
In order to access the following resources, click the links below.
The videos, articles, and webpages below offer valuable information on the role of equal opportunity
employment laws in the employee performance evaluation process. Additionally, they offer insight on
employer strategies to affect employee performance expectations and offer feedback on performance issues.
In the following videos, transcripts and closed captioning are available once you access the videos.
Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.
https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek
HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.
https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2
Read the following articles and webpage.
Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public
Administration Research and Theory, 26(4), 647–662.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=118092397&site=ehost-live&scope=site
Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=23508243&site=ehost-live&scope=site
Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-
com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337
Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public
Personnel Management, 31(3), 333–342.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=8737701&site=ehost-live&scope=site
UNIT V STUDY GUIDE
Evaluating Employee Performance
HRM 6301, Human Resource Management Methods 2
UNIT x STUDY GUIDE
Title
Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
proquest-
com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
tid=33337
U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?
https://www.eeoc.gov/employers/small-business/making-employment-decision
Unit Lesson
You asked to see documentation from any meetings where performance was discussed, and the supervisor
said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
documentation is required until then unless there are issues and an employee is put on a performance
improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
(CEO). Guess what? Now you need to research and evaluate the performance management process to see
how it can be improved. You start by evaluating the importance of performance evaluations.
Importance of Performance Evaluations
Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
evaluation is very important, as this is the time when employees get formal feedback about their performance,
and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
employee’s future growth and development.
If there are performance concerns, disciplinary action may be taken, which may include termination. From an
employee’s perspective, when there is a process that is managed correctly, the employee will be more
motivated and inspired to do his or her job.
Performance Management
As the human resources (HR) director, you understand that performance management focuses on the
connectedness between monitoring employee performance and developing processes to improve employee
performance so organizational objectives can be met. The first thing to remember is employee performance
should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
them as well as understand how their strengths and weaknesses are being perceived and contributing to their
performance. Expectations for future job performance as well as any changes related to job responsibilities
should be discussed so that the employee is clear on what is required of him or her.
Should you focus on an annual evaluation process, or should you focus on an evaluation process that
provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations
HRM 6301, Human Resource Management Methods 3
UNIT x STUDY GUIDE
Title
are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
employee apprised of how he or she is progressing so that there are no surprises during the annual
evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
resolving issues. This benefits both the employee and the organization.
According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
performance expectations cannot be understated, as you do not want to put the organization in a position of
having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
personalities while men were praised for their aggressive behavior. Performance evaluations should be
consistent and without bias.
Developing a Performance Evaluations Process and a Performance Evaluation Instrument
After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.
What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
consider what competencies are required for the position. Competencies can include communication skills,
teamwork, decision-making, multitasking, and ethical behavior.
In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
some of which are listed below.
• Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
• Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of
performance.
• Ranking: List employees, and rate them from lowest to highest based on performance.
• Forced distribution: Rate performance based on a bell-shaped curve.
• Narrative evaluations: Provide a written evaluation that is descriptive.
• Management by objective: Managers and the employees develop performance goals together.
When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
being the highest level of performance). Other numerical ratings may be used, but they should be consistent
across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
each area. A rating of five given by one supervisor may mean something different than a five given by another
supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
training to management and supervisors on the expectations of the performance evaluation process; this way,
everyone is on the same page and evaluating consistently.
Methods to Evaluate Employee Performance
It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
assessment of the quality of the work being performed, as they may be the ones more familiar with an
employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
that can be used during performance evaluations. These include evaluations by coworkers and 360-degree
HRM 6301, Human Resource Management Methods 4
UNIT x STUDY GUIDE
Title
evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
perspective about his or her performance is shared with the supervisor who plays an important role as an
evaluator in the process.
The Evaluator
Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
should be objective and professional at all times. Evaluators should be trained as to how to conduct a
performance evaluation meeting, what should or should not be said, and the importance of consistency
across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
the organization.
Potential Evaluator Bias
The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
allow you to develop training and development to address this.
Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
the employee, the evaluator gave the employee a low score in this category because of this one incident. The
supervisor only focused on this deadline and not others. This is an example of the recency effect.
Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
(e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
spectrum, you have what is called leniency error, which is where all employees receive all fives.
Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
the employee. There could also be conflict and dysfunctional behavior when there are differences between a
supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
differences may not always lead to conflict.
Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
which is when one positive performance standard becomes the focus and primary influence on the evaluation.
The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
tone of the evaluation is influenced and impacted as a result.
Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
performance when developing the evaluation for one of them. The evaluation and the feedback should be
based on performance expectations and not what other employees do or do not do. This is contrast error
bias, and it should be avoided.
HRM 6301, Human Resource Management Methods 5
UNIT x STUDY GUIDE
Title
Conducting the Evaluation
A performance evaluation discussion should be scheduled well in advance for planning purposes and should
allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
the evaluation is dated on the date it was actually conducted.
A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
table as opposed to across the desk from the employee. This will often encourage more open conversation.
Consider having another member of management (within that person’s chain of command) also attend the
evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
in which you might consider having a person of the same sex as the employee in the room.
Expectations for employee performance improvement should be discussed, as should be any warnings about
further action that might occur if improvement is not gained. Having difficult conversations is never easy.
Examples of performance shortcomings should be provided for any negative. More importantly, provide
coaching, and suggest goals or remediation that the employee can use to improve his or her performance.
Discussions during the meeting should not be one-sided. The employee should have the opportunity to
provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
should be placed in the employee’s official personnel file.
Conclusion
Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
you have realized from your experience doing the performance evaluations that true leaders can and should
inspire employees to reach high levels of performance.
References
Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR
Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
frequent/544287/
Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-
encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html
Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site
Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance
evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
Research, 30(1), 169–184.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=130981413&site=eds-live&scope=site
Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.
https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893
HRM 6301, Human Resource Management Methods 6
UNIT x STUDY GUIDE
Title
Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
https://smallbusiness.chron.com/methods-performance-evaluation-1869.html
Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource
Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx
**## UnitVStudyGuide.pdf**
HRM 6301, Human Resource Management Methods 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.
5. Evaluate performance-based review processes.
5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
expectations.
5.2 Determine an effective process to evaluate employees that includes feedback on performance
issues and an appropriate evaluation tool.
Required Unit Resources
In order to access the following resources, click the links below.
The videos, articles, and webpages below offer valuable information on the role of equal opportunity
employment laws in the employee performance evaluation process. Additionally, they offer insight on
employer strategies to affect employee performance expectations and offer feedback on performance issues.
In the following videos, transcripts and closed captioning are available once you access the videos.
Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.
https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek
HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.
https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2
Read the following articles and webpage.
Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public
Administration Research and Theory, 26(4), 647–662.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=118092397&site=ehost-live&scope=site
Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=23508243&site=ehost-live&scope=site
Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-
com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337
Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public
Personnel Management, 31(3), 333–342.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=8737701&site=ehost-live&scope=site
UNIT V STUDY GUIDE
Evaluating Employee Performance
HRM 6301, Human Resource Management Methods 2
UNIT x STUDY GUIDE
Title
Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
proquest-
com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
tid=33337
U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?
https://www.eeoc.gov/employers/small-business/making-employment-decision
Unit Lesson
You asked to see documentation from any meetings where performance was discussed, and the supervisor
said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
documentation is required until then unless there are issues and an employee is put on a performance
improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
(CEO). Guess what? Now you need to research and evaluate the performance management process to see
how it can be improved. You start by evaluating the importance of performance evaluations.
Importance of Performance Evaluations
Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
evaluation is very important, as this is the time when employees get formal feedback about their performance,
and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
employee’s future growth and development.
If there are performance concerns, disciplinary action may be taken, which may include termination. From an
employee’s perspective, when there is a process that is managed correctly, the employee will be more
motivated and inspired to do his or her job.
Performance Management
As the human resources (HR) director, you understand that performance management focuses on the
connectedness between monitoring employee performance and developing processes to improve employee
performance so organizational objectives can be met. The first thing to remember is employee performance
should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
them as well as understand how their strengths and weaknesses are being perceived and contributing to their
performance. Expectations for future job performance as well as any changes related to job responsibilities
should be discussed so that the employee is clear on what is required of him or her.
Should you focus on an annual evaluation process, or should you focus on an evaluation process that
provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations
HRM 6301, Human Resource Management Methods 3
UNIT x STUDY GUIDE
Title
are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
employee apprised of how he or she is progressing so that there are no surprises during the annual
evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
resolving issues. This benefits both the employee and the organization.
According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
performance expectations cannot be understated, as you do not want to put the organization in a position of
having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
personalities while men were praised for their aggressive behavior. Performance evaluations should be
consistent and without bias.
Developing a Performance Evaluations Process and a Performance Evaluation Instrument
After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.
What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
consider what competencies are required for the position. Competencies can include communication skills,
teamwork, decision-making, multitasking, and ethical behavior.
In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
some of which are listed below.
• Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
• Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of
performance.
• Ranking: List employees, and rate them from lowest to highest based on performance.
• Forced distribution: Rate performance based on a bell-shaped curve.
• Narrative evaluations: Provide a written evaluation that is descriptive.
• Management by objective: Managers and the employees develop performance goals together.
When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
being the highest level of performance). Other numerical ratings may be used, but they should be consistent
across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
each area. A rating of five given by one supervisor may mean something different than a five given by another
supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
training to management and supervisors on the expectations of the performance evaluation process; this way,
everyone is on the same page and evaluating consistently.
Methods to Evaluate Employee Performance
It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
assessment of the quality of the work being performed, as they may be the ones more familiar with an
employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
that can be used during performance evaluations. These include evaluations by coworkers and 360-degree
HRM 6301, Human Resource Management Methods 4
UNIT x STUDY GUIDE
Title
evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
perspective about his or her performance is shared with the supervisor who plays an important role as an
evaluator in the process.
The Evaluator
Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
should be objective and professional at all times. Evaluators should be trained as to how to conduct a
performance evaluation meeting, what should or should not be said, and the importance of consistency
across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
the organization.
Potential Evaluator Bias
The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
allow you to develop training and development to address this.
Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
the employee, the evaluator gave the employee a low score in this category because of this one incident. The
supervisor only focused on this deadline and not others. This is an example of the recency effect.
Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
(e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
spectrum, you have what is called leniency error, which is where all employees receive all fives.
Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
the employee. There could also be conflict and dysfunctional behavior when there are differences between a
supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
differences may not always lead to conflict.
Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
which is when one positive performance standard becomes the focus and primary influence on the evaluation.
The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
tone of the evaluation is influenced and impacted as a result.
Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
performance when developing the evaluation for one of them. The evaluation and the feedback should be
based on performance expectations and not what other employees do or do not do. This is contrast error
bias, and it should be avoided.
HRM 6301, Human Resource Management Methods 5
UNIT x STUDY GUIDE
Title
Conducting the Evaluation
A performance evaluation discussion should be scheduled well in advance for planning purposes and should
allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
the evaluation is dated on the date it was actually conducted.
A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
table as opposed to across the desk from the employee. This will often encourage more open conversation.
Consider having another member of management (within that person’s chain of command) also attend the
evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
in which you might consider having a person of the same sex as the employee in the room.
Expectations for employee performance improvement should be discussed, as should be any warnings about
further action that might occur if improvement is not gained. Having difficult conversations is never easy.
Examples of performance shortcomings should be provided for any negative. More importantly, provide
coaching, and suggest goals or remediation that the employee can use to improve his or her performance.
Discussions during the meeting should not be one-sided. The employee should have the opportunity to
provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
should be placed in the employee’s official personnel file.
Conclusion
Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
you have realized from your experience doing the performance evaluations that true leaders can and should
inspire employees to reach high levels of performance.
References
Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR
Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
frequent/544287/
Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-
encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html
Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site
Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance
evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
Research, 30(1), 169–184.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=130981413&site=eds-live&scope=site
Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.
https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893
HRM 6301, Human Resource Management Methods 6
UNIT x STUDY GUIDE
Title
Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
https://smallbusiness.chron.com/methods-performance-evaluation-1869.html
Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource
Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx
**## HumanManagementResourceMethodsHRM6301UnitVDB.docx**
2
Human Resources Management Methods HRM 6301
Unit V DB
Besides feedback during an evaluation, what other measures can you employ to facilitate employee improvement when there are noted deficiencies? Offer three options, and explain which you feel would work best, and explain why.
Initial post to be a minimum of 500 words and at least one supporting reference.
**## UnitVStudyGuide.pdf**
HRM 6301, Human Resource Management Methods 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.
5. Evaluate performance-based review processes.
5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
expectations.
5.2 Determine an effective process to evaluate employees that includes feedback on performance
issues and an appropriate evaluation tool.
Required Unit Resources
In order to access the following resources, click the links below.
The videos, articles, and webpages below offer valuable information on the role of equal opportunity
employment laws in the employee performance evaluation process. Additionally, they offer insight on
employer strategies to affect employee performance expectations and offer feedback on performance issues.
In the following videos, transcripts and closed captioning are available once you access the videos.
Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.
https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek
HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.
https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2
Read the following articles and webpage.
Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public
Administration Research and Theory, 26(4), 647–662.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=118092397&site=ehost-live&scope=site
Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=23508243&site=ehost-live&scope=site
Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-
com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337
Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public
Personnel Management, 31(3), 333–342.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=8737701&site=ehost-live&scope=site
UNIT V STUDY GUIDE
Evaluating Employee Performance
HRM 6301, Human Resource Management Methods 2
UNIT x STUDY GUIDE
Title
Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
proquest-
com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
tid=33337
U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?
https://www.eeoc.gov/employers/small-business/making-employment-decision
Unit Lesson
You asked to see documentation from any meetings where performance was discussed, and the supervisor
said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
documentation is required until then unless there are issues and an employee is put on a performance
improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
(CEO). Guess what? Now you need to research and evaluate the performance management process to see
how it can be improved. You start by evaluating the importance of performance evaluations.
Importance of Performance Evaluations
Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
evaluation is very important, as this is the time when employees get formal feedback about their performance,
and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
employee’s future growth and development.
If there are performance concerns, disciplinary action may be taken, which may include termination. From an
employee’s perspective, when there is a process that is managed correctly, the employee will be more
motivated and inspired to do his or her job.
Performance Management
As the human resources (HR) director, you understand that performance management focuses on the
connectedness between monitoring employee performance and developing processes to improve employee
performance so organizational objectives can be met. The first thing to remember is employee performance
should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
them as well as understand how their strengths and weaknesses are being perceived and contributing to their
performance. Expectations for future job performance as well as any changes related to job responsibilities
should be discussed so that the employee is clear on what is required of him or her.
Should you focus on an annual evaluation process, or should you focus on an evaluation process that
provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations
HRM 6301, Human Resource Management Methods 3
UNIT x STUDY GUIDE
Title
are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
employee apprised of how he or she is progressing so that there are no surprises during the annual
evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
resolving issues. This benefits both the employee and the organization.
According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
performance expectations cannot be understated, as you do not want to put the organization in a position of
having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
personalities while men were praised for their aggressive behavior. Performance evaluations should be
consistent and without bias.
Developing a Performance Evaluations Process and a Performance Evaluation Instrument
After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.
What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
consider what competencies are required for the position. Competencies can include communication skills,
teamwork, decision-making, multitasking, and ethical behavior.
In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
some of which are listed below.
• Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
• Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of
performance.
• Ranking: List employees, and rate them from lowest to highest based on performance.
• Forced distribution: Rate performance based on a bell-shaped curve.
• Narrative evaluations: Provide a written evaluation that is descriptive.
• Management by objective: Managers and the employees develop performance goals together.
When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
being the highest level of performance). Other numerical ratings may be used, but they should be consistent
across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
each area. A rating of five given by one supervisor may mean something different than a five given by another
supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
training to management and supervisors on the expectations of the performance evaluation process; this way,
everyone is on the same page and evaluating consistently.
Methods to Evaluate Employee Performance
It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
assessment of the quality of the work being performed, as they may be the ones more familiar with an
employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
that can be used during performance evaluations. These include evaluations by coworkers and 360-degree
HRM 6301, Human Resource Management Methods 4
UNIT x STUDY GUIDE
Title
evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
perspective about his or her performance is shared with the supervisor who plays an important role as an
evaluator in the process.
The Evaluator
Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
should be objective and professional at all times. Evaluators should be trained as to how to conduct a
performance evaluation meeting, what should or should not be said, and the importance of consistency
across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
the organization.
Potential Evaluator Bias
The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
allow you to develop training and development to address this.
Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
the employee, the evaluator gave the employee a low score in this category because of this one incident. The
supervisor only focused on this deadline and not others. This is an example of the recency effect.
Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
(e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
spectrum, you have what is called leniency error, which is where all employees receive all fives.
Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
the employee. There could also be conflict and dysfunctional behavior when there are differences between a
supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
differences may not always lead to conflict.
Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
which is when one positive performance standard becomes the focus and primary influence on the evaluation.
The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
tone of the evaluation is influenced and impacted as a result.
Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
performance when developing the evaluation for one of them. The evaluation and the feedback should be
based on performance expectations and not what other employees do or do not do. This is contrast error
bias, and it should be avoided.
HRM 6301, Human Resource Management Methods 5
UNIT x STUDY GUIDE
Title
Conducting the Evaluation
A performance evaluation discussion should be scheduled well in advance for planning purposes and should
allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
the evaluation is dated on the date it was actually conducted.
A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
table as opposed to across the desk from the employee. This will often encourage more open conversation.
Consider having another member of management (within that person’s chain of command) also attend the
evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
in which you might consider having a person of the same sex as the employee in the room.
Expectations for employee performance improvement should be discussed, as should be any warnings about
further action that might occur if improvement is not gained. Having difficult conversations is never easy.
Examples of performance shortcomings should be provided for any negative. More importantly, provide
coaching, and suggest goals or remediation that the employee can use to improve his or her performance.
Discussions during the meeting should not be one-sided. The employee should have the opportunity to
provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
should be placed in the employee’s official personnel file.
Conclusion
Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
you have realized from your experience doing the performance evaluations that true leaders can and should
inspire employees to reach high levels of performance.
References
Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR
Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
frequent/544287/
Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-
encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html
Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site
Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance
evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
Research, 30(1), 169–184.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=130981413&site=eds-live&scope=site
Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.
https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893
HRM 6301, Human Resource Management Methods 6
UNIT x STUDY GUIDE
Title
Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
https://smallbusiness.chron.com/methods-performance-evaluation-1869.html
Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource
Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx
**## HumanManagementResourceMethodsHRM6301UnitVDB.docx**
2
Human Resources Management Methods HRM 6301
Unit V DB
Besides feedback during an evaluation, what other measures can you employ to facilitate employee improvement when there are noted deficiencies? Offer three options, and explain which you feel would work best, and explain why.
Initial post to be a minimum of 500 words and at least one supporting reference.
**## UnitVStudyGuide.pdf**
HRM 6301, Human Resource Management Methods 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.
5. Evaluate performance-based review processes.
5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
expectations.
5.2 Determine an effective process to evaluate employees that includes feedback on performance
issues and an appropriate evaluation tool.
Required Unit Resources
In order to access the following resources, click the links below.
The videos, articles, and webpages below offer valuable information on the role of equal opportunity
employment laws in the employee performance evaluation process. Additionally, they offer insight on
employer strategies to affect employee performance expectations and offer feedback on performance issues.
In the following videos, transcripts and closed captioning are available once you access the videos.
Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.
https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek
HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.
https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2
Read the following articles and webpage.
Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public
Administration Research and Theory, 26(4), 647–662.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=118092397&site=ehost-live&scope=site
Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=23508243&site=ehost-live&scope=site
Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-
com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337
Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public
Personnel Management, 31(3), 333–342.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=8737701&site=ehost-live&scope=site
UNIT V STUDY GUIDE
Evaluating Employee Performance
HRM 6301, Human Resource Management Methods 2
UNIT x STUDY GUIDE
Title
Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
proquest-
com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
tid=33337
U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?
https://www.eeoc.gov/employers/small-business/making-employment-decision
Unit Lesson
You asked to see documentation from any meetings where performance was discussed, and the supervisor
said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
documentation is required until then unless there are issues and an employee is put on a performance
improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
(CEO). Guess what? Now you need to research and evaluate the performance management process to see
how it can be improved. You start by evaluating the importance of performance evaluations.
Importance of Performance Evaluations
Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
evaluation is very important, as this is the time when employees get formal feedback about their performance,
and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
employee’s future growth and development.
If there are performance concerns, disciplinary action may be taken, which may include termination. From an
employee’s perspective, when there is a process that is managed correctly, the employee will be more
motivated and inspired to do his or her job.
Performance Management
As the human resources (HR) director, you understand that performance management focuses on the
connectedness between monitoring employee performance and developing processes to improve employee
performance so organizational objectives can be met. The first thing to remember is employee performance
should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
them as well as understand how their strengths and weaknesses are being perceived and contributing to their
performance. Expectations for future job performance as well as any changes related to job responsibilities
should be discussed so that the employee is clear on what is required of him or her.
Should you focus on an annual evaluation process, or should you focus on an evaluation process that
provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations
HRM 6301, Human Resource Management Methods 3
UNIT x STUDY GUIDE
Title
are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
employee apprised of how he or she is progressing so that there are no surprises during the annual
evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
resolving issues. This benefits both the employee and the organization.
According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
performance expectations cannot be understated, as you do not want to put the organization in a position of
having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
personalities while men were praised for their aggressive behavior. Performance evaluations should be
consistent and without bias.
Developing a Performance Evaluations Process and a Performance Evaluation Instrument
After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.
What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
consider what competencies are required for the position. Competencies can include communication skills,
teamwork, decision-making, multitasking, and ethical behavior.
In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
some of which are listed below.
• Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
• Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of
performance.
• Ranking: List employees, and rate them from lowest to highest based on performance.
• Forced distribution: Rate performance based on a bell-shaped curve.
• Narrative evaluations: Provide a written evaluation that is descriptive.
• Management by objective: Managers and the employees develop performance goals together.
When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
being the highest level of performance). Other numerical ratings may be used, but they should be consistent
across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
each area. A rating of five given by one supervisor may mean something different than a five given by another
supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
training to management and supervisors on the expectations of the performance evaluation process; this way,
everyone is on the same page and evaluating consistently.
Methods to Evaluate Employee Performance
It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
assessment of the quality of the work being performed, as they may be the ones more familiar with an
employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
that can be used during performance evaluations. These include evaluations by coworkers and 360-degree
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evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
perspective about his or her performance is shared with the supervisor who plays an important role as an
evaluator in the process.
The Evaluator
Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
should be objective and professional at all times. Evaluators should be trained as to how to conduct a
performance evaluation meeting, what should or should not be said, and the importance of consistency
across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
the organization.
Potential Evaluator Bias
The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
allow you to develop training and development to address this.
Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
the employee, the evaluator gave the employee a low score in this category because of this one incident. The
supervisor only focused on this deadline and not others. This is an example of the recency effect.
Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
(e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
spectrum, you have what is called leniency error, which is where all employees receive all fives.
Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
the employee. There could also be conflict and dysfunctional behavior when there are differences between a
supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
differences may not always lead to conflict.
Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
which is when one positive performance standard becomes the focus and primary influence on the evaluation.
The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
tone of the evaluation is influenced and impacted as a result.
Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
performance when developing the evaluation for one of them. The evaluation and the feedback should be
based on performance expectations and not what other employees do or do not do. This is contrast error
bias, and it should be avoided.
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Conducting the Evaluation
A performance evaluation discussion should be scheduled well in advance for planning purposes and should
allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
the evaluation is dated on the date it was actually conducted.
A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
table as opposed to across the desk from the employee. This will often encourage more open conversation.
Consider having another member of management (within that person’s chain of command) also attend the
evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
in which you might consider having a person of the same sex as the employee in the room.
Expectations for employee performance improvement should be discussed, as should be any warnings about
further action that might occur if improvement is not gained. Having difficult conversations is never easy.
Examples of performance shortcomings should be provided for any negative. More importantly, provide
coaching, and suggest goals or remediation that the employee can use to improve his or her performance.
Discussions during the meeting should not be one-sided. The employee should have the opportunity to
provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
should be placed in the employee’s official personnel file.
Conclusion
Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
you have realized from your experience doing the performance evaluations that true leaders can and should
inspire employees to reach high levels of performance.
References
Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR
Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
frequent/544287/
Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-
encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html
Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site
Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance
evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
Research, 30(1), 169–184.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=130981413&site=eds-live&scope=site
Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.
https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893
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Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
https://smallbusiness.chron.com/methods-performance-evaluation-1869.html
Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource
Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx
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