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Evaluating Work
Performance
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998
Lesson Objectives
At the end of this lecture, you should:
Know why evaluating work performance is important Know how I/O psychologists help people evaluate work performance Understand one approach to developing evaluation tools
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998
Helps people do their jobs better Identifies training and education needs Assigns people to work they can do well Maintains fairness in salaries, benefits, promotion, hiring, and firing
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998
Most workers want to know how they are doing on the job Workers need performance feedback to work effectively
timely,
accurate, constructive feedback is key to effective performance motivational strategies such as goal setting depend upon regular performance updates
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998
workers will have more than one career and frequent need to develop new skills
they may eventually become more suited for a different job many people also develop areas of expertise on their jobs: activities at which they excel
decisions
Requires accurate measurement of how well people do their jobs Issues that are NOT job related must be ignored by the evaluation system
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998
Performance evaluation is often at the center of these disputes I/O psychologists ensure the evaluation process is fair and help companies avoid these kinds of legal problems
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998
Identify the knowledge, skills, abilities, and other qualities necessary for performance Create standards for performance: What is acceptable, or good, or excellent? Train supervisors to:
observe/evaluate
Think of your boss and the things he or she does at work On a blank piece of paper, choose one or two dimensions of work performance from the following list:
Training
others Planning work for others Assigning tasks to others Scheduling people Observing others work
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998
Next, for each area/dimension you have chosen, write three sentences
Sentence
A: Give an example of very poor performance in this area Sentence B: Give an example of acceptable performance in this area Sentence C: Give an example of excellent performance in this area
Make a rating scale from 1 to 5, where 1 corresponds to sentence A, 3 to sentence B, and 5 to sentence C
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998
Using your example statements as a guide, make a rating of your boss on the scale you designed. In an actual work setting, I/O psychologists would spend much time and effort with workers and supervisors to make sure that:
All
of the performance areas made sense for the job being rated All of the example statements fit the areas All of the scale values were fair
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998
Conclusions
Performance evaluation is an important issue both for companies and for workers With careful design and appropriate use, performance evaluations can support productivity and fair allocation of rewards Industrial-organizational psychologists specialize in making sure that performance evaluations are designed correctly
Prepared by the Society for Industrial and Organizational Psychology - SIOP 1998