text_TITL pruh_TITL N:\work\projekty\šablony\sablony\logoC.wmf Performance Review, Personality Types and Negotiation Jan Řezáč 03/04/2017 www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi PERFORMANCE REVIEW (appraisal)  A method by which the job performance of an employee is documented and evaluated.  Facilitation of communication,  Enhancement of employee focus through promoting trust,  Goal setting and desired performance reinforcement,  Performance improvement,  Determination of training needs. Image result for Performance review www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi How performance appraisal interview should not look like?  https://www.youtube.com/watch?v=09b p 4Muh8 www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Preparation. Manager nChoose neutral territory, nLet employee confirm date, time, place and content, nGive employee at least 1 week for preparation, nPrepare a comprehensive overview of employee’s performance, nFacts, concrete evidence. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Preparation. Manager nPay attention: nGoals, stated during previous appraisal interview, nReal successes and failures and their consequences, nConditions of successes and failures, nAny changes in job description, nRelationship with other employees, nPersonal development and self-education. nUse forms provided by company nOpen and relaxed atmosphere nMutual respect n Goal is to gain agreement, it is not the situation where manager commands and employee obeys nEngage employee in discussion n www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Appraisal process. Manager n DO nPrepare nListen and ask questions nConcentrate on performance, not personality nBe concrete regarding successes and failures nGain commitment regarding goals and further actions n n DON’T nPress your ideas nBe destructive AFTER Control improvement, Observe for problems www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi How to do Effective Performance Appraisals  https://www.youtube.com/watch?v=E34Z t1cEpFA www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Biggest Mistakes Bosses Make In Performance Reviews  Too vague,  Everything’s perfect – until it’s not and you’re fired,  Recency effect,  No preparation,  No recognition,  Not being truthful with employees about their performance,  No follow-up,  No discussion around the report’s career ambitions. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi PERSONALITY TYPES: David Kantor´s Four-Player Model Move Bystand Follow Oppose www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi 6h-10 Potential Impact of the Four Player Model n nWithout movers, there is no direction n nWithout followers, there is no implementation n nWithout opposers, there is no correction n nWithout bystanders, there is no perspective n n www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi 6h11 Roles of the Four Player Model nMovers are not necessarily leaders n nFollowers are not weak n nOpposers are not devil’s advocates n nBystanders can be called “Big Picture Synthesizers and Team Paraphrasers” www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi 6h-12 nIndividuals get locked into a single form of action nOpposers are punished by the group, or they dominate nThere are no strong Movers, or no one ever Follows a move nThe Bystander is disabled nIndividuals attach double messages to their moves nThe team is unable to reach closure and produce results nLack of capability or flexibility to engage in all four action behaviors Stuck Groups www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi NEGOTIATION nBATNA n nAnchoring n nHeuristics n nModel Example – multicultural negotiation n www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi BATNA: Best Alternative to a Negotiated Agreement nThe strategy calls for an alternate plan if the talks start to go out of control n nAn example is for a buyer to request information from more suppliers before commiting n nBATNA should include costs, feasibility, impact and consequences of your alternative n MPV_COMA Communication and Managerial Skills Training www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Anchoring nAnchoring means that first perception lingers in mind, affecting later perceptions and decisions n nA typical example are companies setting price artificially higher, so they present normal price as a „discount“ compared to the initially high price n nThis phenomenon holds even if the first anchoring number is completely random, and has a surprisingly large effect n MPV_COMA Communication and Managerial Skills Training www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi n MPV_COMA Communication and Managerial Skills Training www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Heuristics nHeuristics (in psychology) is a practical method to solve problems or calculations not guaranteed to be optimal or perfect n nA typical example of people using heuristics is them trying to avoid losses n nThis is useful to negotiatiors, as they might try to frame all decisions in positive way MPV_COMA Communication and Managerial Skills Training www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Sources: nGetting to Yes: Negotiating Agreement Without Giving In, Roger Fisher and William L. Ury. 1981 nKahneman, D.; Tversky, A. (1979). "Prospect Theory: An Analysis of Decision under Risk". Econometrica 47 (2): 263–291. nNegotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond, Deepak Malhotra, Max H. Bazerman, 2008 nhttp://info.worldbank.org/etools/docs/library/200854/section06/06g1Section_6_Slides_Four_Player_Mo del_for_Conversations_sept1.pps nThe Family, Politics, and Social Theory (RLE Social Theory), D.H.J. Morgan - 2014 n n n n n MPV_COMA Communication and Managerial Skills Training