Monday, January 6, 2014

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 judgment process (redux) yield surgery standards Communicate expectations Measure actual performance examine actual performance with standards Discuss appraisal with employee arise disciplinary actions, as needed Immediate Basic tonic/developmental assessment Methods - arrogant Standards Critical Incident Appraisal ( key traits & behaviors critical to advantage & distinguishing effectiveness) Checklist (yes/no) Graphic military garment Scale (Factors with rating scales; focus on behaviors) Forced pickaxe (choice b/w 2 or more statements) Behaviorally Anchored valuation (Combines Critical Incident & Graphic Rating Scale) Appraisal Methods - relational Standards Group order rankings (Requires placement in a classification, i.e.
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, bakshish 10 percent) Individual rankings (Rank in order, highest to lowest) Paired similitude (Comparison of employees to virtuoso an opposite along a specific origin dimension) Appraisal Methods - Outcomes Management by Objectives (MBO) specialized goals Participative decision fashioning Specific time period Performance feedback 360? Performance evaluation besides described as: Multi-source feedback Multi-rater feedback Multi-rater assessment Full-circle appraisal 360? Performance evaluation Feedback from four sources: downward from targets supervisor upward(a) from subordinates Laterally from peers or co-workers Inwardl y from the target him/ herself 360? Perf! ormance military rating Process by which you: prise yourself on a set of criteria Invite your direct reports, peers, seniors, clients, and other business associates to do the comparable Receive quantitative and qualitative feedback on: How you discern yourself How others perceive you Gap between the two 360? Performance Evaluation Effective...If you ask to get a full essay, order it on our website: OrderCustomPaper.com

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