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Perormance ratings - normal distribution
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Perormance ratings - normal distribution
Discuss workforce management, performance management, retention, communication, motivation, contributing to business results and other topics.
We are a young company, three years old to be precise. We have been following a performance management system successfully since the first year. We have always aimed to adhere to a normal distribution
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Forums » Topic Forums » General Forum » Perormance ratings - normal distribution
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Perormance ratings - normal distribution
posted at 8/14/1999 10:24 PM EDT
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Posts: 2
First: 8/14/1999 Last: 8/14/1999 |
We are a young company, three years old to be precise. We have been following a performance management system successfully since the first year. We have always aimed to adhere to a normal distribution bell curve for the ratings across the organization as we felt that all employees cannot be generals(high performers) and a differentiation is required between them and average performers. Some of the members of the management team feel that we should not restrict the ratings to this normal distribution as it will demotivate average performers. Would be helpful if I could get views from fellow professionals on the pros & cons of adopting the normal distribution. Thanks in anticipation. |
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Perormance ratings - normal distribution
posted at 8/15/1999 8:01 PM EDT
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Posts: 67
First: 7/20/1999 Last: 6/30/2000 |
I think it's terribly de-motivating to put employees' performance on a bell curve - just as I was de-motivated in college classes with professors who took that position. My interest in trying in that class was nil.
While it's true not everyone can be a general, there are many, many strong employees out there who should be recognized for their worth, not placed somewhere on a curve. I'd counsel managers to rate employees as they see fit, based on performance issues/goals. The only caution I'd give them is if they have say, 10 direct reports, it isn't realistic to have 10 STELLAR employees. That directive applies to those managers who want to be everyone's friend and give everyone a top rating. Other than that, let the chips fall where they may! Not a "scientific" way of looking at performance issues, but my philosophy is that one can't make performance be scientific - it will become too stifling! |
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