The table below summarizes the key characteristics of an ideal performance management system, as discussed in this chapter. Think about a performance management system you know. This could be the one implemented at your current (or most recent) job. If you do not have information about such a system, talk to a friend or acquaintance who is currently working and gather information about the system used in his or her organization. Use the \(\mathrm{Y} / \mathrm{N}\) column in the table to indicate whether each of the features is present (Y: yes) or not ( \(\mathrm{N}: \mathrm{no})\) in the system you are considering. In some cases, some elements may be present to a matter of degree and may require that you include some additional information in the Comments column.

Next, prepare a brief report addressing the following issues:

1. How many of the 15 characteristics of an ideal system are present in the system you are evaluating?

2. Identify two characteristics that are not present at all, or barely present, in your system. Discuss the implications that the lack of these characteristics has on the effectiveness of the system.

3. Identify one characteristic that is clearly present in your system. Discuss the implications of the presence of this characteristic on the effectiveness of the system.

4. Identify the characteristic in your system that is furthest from the ideal. What can be done to produce a better alignment between your system and the ideal? Who should be responsible for doing what so that your system becomes "ideal" regarding this characteristic?

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Characteristics Acceptability and Y/N fairness Inclusiveness Openness Correctability Standardization Ethicality Definition Employees perceive the performance. evaluation and rewards received relative to the work performed as fair (distributive justice). Employees perceive the procedures used to determine the ratings and subsequent rewards as fair (procedural justice). Employees perceive the way they are treated in the course of designing and implementing the system as fair (interpersonal justice). Employees perceive the information and explanations they receive as part of the performance management system as fair (informational justice). Employee input about their performance is gathered from the employees before the appraisal meeting. Employees participate in the process of creating the system by providing input on how performance should be measured. Performance is evaluated frequently and feedback is provided on an ongoing basis. Appraisal meeting is a two-way communication process and not one-way communication delivered from the supervisor to the employee. Standards are clear and communicated on an ongoing basis. Communications are factual, open, and honest. There is an appeals process, through which employees can challenge unjust or incorrect decisions. Performance is evaluated consistently across people and time. Supervisors suppress their personal self-interest in providing evaluations. Supervisors evaluate performance dimensions only for which they have sufficient information. Employee privacy is respected. Comments