{"id":808,"date":"2019-08-13T21:51:43","date_gmt":"2019-08-13T21:51:43","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/?post_type=chapter&#038;p=808"},"modified":"2024-04-25T01:34:09","modified_gmt":"2024-04-25T01:34:09","slug":"performance-management-errors","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/chapter\/performance-management-errors\/","title":{"raw":"Performance Management Errors","rendered":"Performance Management Errors"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Discuss common performance management errors<\/li>\r\n<\/ul>\r\n<\/div>\r\nAs alluded to in our discussion of appraisal methods, there are a number of factors that can distort appraisal results. In this section, we\u2019ll discuss perception errors and how to avoid them.\r\n\r\nIndiana University\u2019s Human Resources identifies the following eleven perceptual errors:[footnote]\"<a href=\"http:\/\/hr.iu.edu\/training\/performance_management\/evaluate.htm#errors\" target=\"_blank\" rel=\"noopener\">Evaluate Job Performance<\/a>.\" Indiana University Human Resources. August 2018. Accessed August 20, 2019.[\/footnote]\r\n<ul>\r\n \t<li><strong>The Leniency Error.<\/strong> Giving everyone high ratings regardless of actual performance, in an attempt to avoid conflict or to make yourself look good.<\/li>\r\n \t<li><strong>The Central Tendency Error.<\/strong> Clumping or clustering all employees in the middle performance categories in an attempt to avoid extremes.<\/li>\r\n \t<li><strong>The Recency Error.<\/strong> Failing to take into account the entire evaluation period and focusing on a recent performance episode, positively or negatively.<\/li>\r\n \t<li><strong>The Halo Effect Error.<\/strong> Letting one favored trait or work factor influence all other areas of performance, resulting in an unduly high overall performance rating.<\/li>\r\n \t<li><strong>The Horns Effect Error.<\/strong> Allowing one disfavored trait or work factor to overwhelm other, more positive performance elements, resulting in an unfairly low overall performance rating.<\/li>\r\n \t<li><strong>Contrast Error.<\/strong> Evaluating an employee in relation to another employee rather than relative to his\/her duties, goals and stated performance standards.<\/li>\r\n \t<li><strong>Past Performance Error.<\/strong> Rating on past performance rather than present performance.<\/li>\r\n \t<li><strong>Biased Rating Error.<\/strong> Allowing personal feelings toward employee to influence rating.<\/li>\r\n \t<li><strong>High Potential Error.<\/strong> Confusing potential with performance.<\/li>\r\n \t<li><strong>Similar to Me Error.<\/strong> Similar to me and therefore feeling of comfort and compatibility<\/li>\r\n \t<li><strong>Guilt by Association Error.<\/strong> Evaluation influenced by employee's associations rather than performance.<\/li>\r\n<\/ul>\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/b3dbac72-d235-4920-980b-98394d3c4910\r\n\r\n<\/div>\r\n<h2>Avoiding Errors<\/h2>\r\nThree tips to avoid these errors:\r\n<ul>\r\n \t<li style=\"font-weight: 400;\">Cultivate awareness or potential errors<\/li>\r\n \t<li style=\"font-weight: 400;\">Rely on the data and documentation you\u2019ve compiled, rather than your perceptions. That is, focus on the performance, rather than the person.<\/li>\r\n<\/ul>\r\nNote that there is a tendency to avoid accurate ratings\u2014particularly on the downside\u2014when there\u2019s a significant amount at stake\u2014for example, a promotion\/demotion, raise or PIP. Let the person\u2019s performance make the decision.\r\n\r\n<img class=\"alignright wp-image-2120\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/01163823\/people-2561336_960_720-300x200.jpg\" alt=\"Two people in discussion during a performance review.\" width=\"400\" height=\"267\" \/>\r\n\r\nDeveloping and practicing techniques\u2014for example, participating in appraisal and feedback simulations\u2014for having difficult conversations will help you develop skills that will pay off in a variety of work and life situations. On her website, author, speaker, and trainer Judy Ringer provides a step-by-step checklist for having difficult conversations, including how to prepare yourself, 4 steps for a successful outcome and practice tips. For perspective, the four steps are highlighted below:[footnote]Ringer, Judy. \"<a href=\"https:\/\/www.judyringer.com\/resources\/articles\/we-have-to-talk-a-stepbystep-checklist-for-difficult-conversations.php\" target=\"_blank\" rel=\"noopener\">We Have to Talk: A Step-by-Step Checklist for Difficult Conversations.<\/a>\" Accessed August 20, 2019.[\/footnote]\r\n<ul>\r\n \t<li><strong>Step #1: Inquiry.<\/strong> Cultivate an attitude of discovery and curiosity.<\/li>\r\n \t<li><strong>Step #2: Acknowledgment.<\/strong> Show that you\u2019ve heard and understood what the person is saying.<\/li>\r\n \t<li><strong>Step #3: Advocacy.<\/strong> Clarify your position without minimizing the other person\u2019s position.<\/li>\r\n \t<li><strong>Step #4: Problem-Solving.<\/strong> Begin building solutions.<\/li>\r\n<\/ul>\r\n<div class=\"textbox key-takeaways\">\r\n<h3>Learn More<\/h3>\r\nCheck out Dana Caspersen\u2019s \u201c<a href=\"https:\/\/youtu.be\/WfQeH3092Sc\">Conflict is a place of possibility<\/a>\u201d TED Talk to learn more about this subject.\r\n<\/div>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Discuss common performance management errors<\/li>\n<\/ul>\n<\/div>\n<p>As alluded to in our discussion of appraisal methods, there are a number of factors that can distort appraisal results. In this section, we\u2019ll discuss perception errors and how to avoid them.<\/p>\n<p>Indiana University\u2019s Human Resources identifies the following eleven perceptual errors:<a class=\"footnote\" title=\"&quot;Evaluate Job Performance.&quot; Indiana University Human Resources. August 2018. Accessed August 20, 2019.\" id=\"return-footnote-808-1\" href=\"#footnote-808-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a><\/p>\n<ul>\n<li><strong>The Leniency Error.<\/strong> Giving everyone high ratings regardless of actual performance, in an attempt to avoid conflict or to make yourself look good.<\/li>\n<li><strong>The Central Tendency Error.<\/strong> Clumping or clustering all employees in the middle performance categories in an attempt to avoid extremes.<\/li>\n<li><strong>The Recency Error.<\/strong> Failing to take into account the entire evaluation period and focusing on a recent performance episode, positively or negatively.<\/li>\n<li><strong>The Halo Effect Error.<\/strong> Letting one favored trait or work factor influence all other areas of performance, resulting in an unduly high overall performance rating.<\/li>\n<li><strong>The Horns Effect Error.<\/strong> Allowing one disfavored trait or work factor to overwhelm other, more positive performance elements, resulting in an unfairly low overall performance rating.<\/li>\n<li><strong>Contrast Error.<\/strong> Evaluating an employee in relation to another employee rather than relative to his\/her duties, goals and stated performance standards.<\/li>\n<li><strong>Past Performance Error.<\/strong> Rating on past performance rather than present performance.<\/li>\n<li><strong>Biased Rating Error.<\/strong> Allowing personal feelings toward employee to influence rating.<\/li>\n<li><strong>High Potential Error.<\/strong> Confusing potential with performance.<\/li>\n<li><strong>Similar to Me Error.<\/strong> Similar to me and therefore feeling of comfort and compatibility<\/li>\n<li><strong>Guilt by Association Error.<\/strong> Evaluation influenced by employee&#8217;s associations rather than performance.<\/li>\n<\/ul>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_b3dbac72-d235-4920-980b-98394d3c4910\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/b3dbac72-d235-4920-980b-98394d3c4910?iframe_resize_id=assessment_practice_id_b3dbac72-d235-4920-980b-98394d3c4910\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<h2>Avoiding Errors<\/h2>\n<p>Three tips to avoid these errors:<\/p>\n<ul>\n<li style=\"font-weight: 400;\">Cultivate awareness or potential errors<\/li>\n<li style=\"font-weight: 400;\">Rely on the data and documentation you\u2019ve compiled, rather than your perceptions. That is, focus on the performance, rather than the person.<\/li>\n<\/ul>\n<p>Note that there is a tendency to avoid accurate ratings\u2014particularly on the downside\u2014when there\u2019s a significant amount at stake\u2014for example, a promotion\/demotion, raise or PIP. Let the person\u2019s performance make the decision.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-2120\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/01163823\/people-2561336_960_720-300x200.jpg\" alt=\"Two people in discussion during a performance review.\" width=\"400\" height=\"267\" \/><\/p>\n<p>Developing and practicing techniques\u2014for example, participating in appraisal and feedback simulations\u2014for having difficult conversations will help you develop skills that will pay off in a variety of work and life situations. On her website, author, speaker, and trainer Judy Ringer provides a step-by-step checklist for having difficult conversations, including how to prepare yourself, 4 steps for a successful outcome and practice tips. For perspective, the four steps are highlighted below:<a class=\"footnote\" title=\"Ringer, Judy. &quot;We Have to Talk: A Step-by-Step Checklist for Difficult Conversations.&quot; Accessed August 20, 2019.\" id=\"return-footnote-808-2\" href=\"#footnote-808-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a><\/p>\n<ul>\n<li><strong>Step #1: Inquiry.<\/strong> Cultivate an attitude of discovery and curiosity.<\/li>\n<li><strong>Step #2: Acknowledgment.<\/strong> Show that you\u2019ve heard and understood what the person is saying.<\/li>\n<li><strong>Step #3: Advocacy.<\/strong> Clarify your position without minimizing the other person\u2019s position.<\/li>\n<li><strong>Step #4: Problem-Solving.<\/strong> Begin building solutions.<\/li>\n<\/ul>\n<div class=\"textbox key-takeaways\">\n<h3>Learn More<\/h3>\n<p>Check out Dana Caspersen\u2019s \u201c<a href=\"https:\/\/youtu.be\/WfQeH3092Sc\">Conflict is a place of possibility<\/a>\u201d TED Talk to learn more about this subject.\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-808\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Performance Management Errors. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li><strong>Authored by<\/strong>: StockSnap. <strong>Provided by<\/strong>: Pixabay. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/pixabay.com\/photos\/people-men-discuss-paper-pen-2561336\/\">https:\/\/pixabay.com\/photos\/people-men-discuss-paper-pen-2561336\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em>. <strong>License Terms<\/strong>: Pixabay License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-808-1\">\"<a href=\"http:\/\/hr.iu.edu\/training\/performance_management\/evaluate.htm#errors\" target=\"_blank\" rel=\"noopener\">Evaluate Job Performance<\/a>.\" Indiana University Human Resources. August 2018. Accessed August 20, 2019. <a href=\"#return-footnote-808-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-808-2\">Ringer, Judy. \"<a href=\"https:\/\/www.judyringer.com\/resources\/articles\/we-have-to-talk-a-stepbystep-checklist-for-difficult-conversations.php\" target=\"_blank\" rel=\"noopener\">We Have to Talk: A Step-by-Step Checklist for Difficult Conversations.<\/a>\" Accessed August 20, 2019. <a href=\"#return-footnote-808-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":9,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Performance Management Errors\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"cc\",\"description\":\"\",\"author\":\"StockSnap\",\"organization\":\"Pixabay\",\"url\":\"https:\/\/pixabay.com\/photos\/people-men-discuss-paper-pen-2561336\/\",\"project\":\"\",\"license\":\"cc0\",\"license_terms\":\"Pixabay License\"}]","CANDELA_OUTCOMES_GUID":"45bb843c-3dcf-4ef8-bc9a-88d5ee27c761, 1056aefa-ff6e-4507-bdb6-c70121c5ff91","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-808","chapter","type-chapter","status-publish","hentry"],"part":798,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/808","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":13,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/808\/revisions"}],"predecessor-version":[{"id":3371,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/808\/revisions\/3371"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/parts\/798"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/808\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/media?parent=808"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapter-type?post=808"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/contributor?post=808"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/license?post=808"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}