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Lecture Supervision in the Hospitality Industry, (7/E): Chapter 7 - Walker, Miller

Chapter 7 - Teamwork. This chapter presents the following content: Group versus team, the formally appointed team, the informally appointed team, why do people join teams? changing a group into a team, total quality management,. | CHAPTER 7 Performance Effectiveness Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overview Performance Improvement Performance Standards What a Good Performance Standard System Can Do Setting Up a Performance Standard System Implementing a Performance Standard System Essentials of Performance Evaluation Making the Evaluation The Appraisal Interview Follow-Up Legal Aspects of Performance Evaluation CHAPTER 7 Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Performance Improvement Performance improvement operates on the premise that to be effective, individuals and teams require the following: Direction about what the organization wants to accomplish Clear expectations The equipment to do the job Information and incentives to keep them on track Performance Effectiveness CHAPTER 7 Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Performance Standards Each performance standard states 3 things about each unit of the job: What the employee is | CHAPTER 7 Performance Effectiveness Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overview Performance Improvement Performance Standards What a Good Performance Standard System Can Do Setting Up a Performance Standard System Implementing a Performance Standard System Essentials of Performance Evaluation Making the Evaluation The Appraisal Interview Follow-Up Legal Aspects of Performance Evaluation CHAPTER 7 Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Performance Improvement Performance improvement operates on the premise that to be effective, individuals and teams require the following: Direction about what the organization wants to accomplish Clear expectations The equipment to do the job Information and incentives to keep them on track Performance Effectiveness CHAPTER 7 Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Performance Standards Each performance standard states 3 things about each unit of the job: What the employee is to do. How it is to be done. To what extent it is to be done (how much, how well, how soon). Job descriptions are often used in recruiting, evaluating applicants, & training. They are also useful in assigning work, evaluating performance, & deciding on disciplinary action. Performance Effectiveness CHAPTER 7 Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Figure 7.1 Anatomy of a performance standard. Performance Effectiveness CHAPTER 7 Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved What a Good Performance Standard System Can Do If you develop a full set of performance standards for each job classification you: have the basis for a management system for your people & the work they do. can use them to describe the jobs, to define the day’s work for each job, & to train employee’s. can use them as a basis for rewarding achievement. can use them as diagnostic tools to pinpoint ineffective performance. can use them in disciplining workers. Performance .