Mjerenje i ocjena performansi
Nobody likes performance reviews. Subordinates are terrified they’ll hear nothing but criticism. Bosses, for their part, think their direct reports will respond to even the mildest criticism with stonewalling, anger, or tears. The result? Everyone keeps quiet and says as little as possible. That’s unfortunate, because most people need help figuring out how they can improve their performance and advance their careers. This fear of feedback doesn’t come into play just during annual reviews. At least half the executives with whom the authors have worked never ask for feedback. People avoid the truth and instead try to guess what their bosses are thinking. Fears and assumptions about feedback often manifest themselves in psychologically maladaptive behaviors such as procrastination, denial, brooding, jealousy, and self- sabotage.
Discusses typical problems experienced by managers in conducting performance appraisal interviews. The underlying causes of these problems are analyzed and ideas are presented that might help managers overcome these problems. Subjects: Employee promotions; Performance appraisal; Personnel management; Superior & subordinate.
Performance appraisal process, with a special emphasis on conducting performance discussions with employees.
Learning about the workplace equivalent of academic grade inflation, and on a deeper level raises questions about whether a manager can give a fair and accurate assessment of an employee’s performance.
You will learn about the concept of 360-degree evaluation, which involves eliciting performance feedback from an employee’s superiors, peers, and reports. You will examine the use of a multidimensional scorecard in evaluating a manager.