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37 Cards in this Set
- Front
- Back
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process through which managers ensure that employees' activities and outputs contribute to the organization's goals |
performance management |
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steps in performance management |
1. define performance outcomes for company devision and department 2. develop employee goals, behavior and actions to achieve outcomes 3. provide support and ongoing performance discussions 4. evaluate performance 5. identify improvements needed 6. provide consequences for performance results |
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effective performance management helps the organization achieve its business objectives |
strategic purpose |
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ways in which organizations use the system to provide information for day-to-day decisions about salary, benefits, and recognition programs |
administrative purpose |
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serves as a basis for developing employees' knowledge and skills |
developmental purpose |
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fit with strategy validity reliability acceptability specific feedback |
criteria for effective performance management |
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comparing and ranking an individual's performance with respect to others in a given group |
comparative approach |
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evaluates performers against a predefines set of traits or characteristics such as teamwork, problem solving, judgement, creativity, etc. |
attribute approach |
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includes techniques that define and shape the right behaviors of employees for an effective performance |
behavioral approach |
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evaluating objectives based on employee performance results. |
results approach |
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considers both person and system factors in its performance measurement system. Personal characteristics and quality of their work (combination of result and attribute approach) |
quality approach |
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requires managers to rank employees in their group from the highest performer to poorest |
simple ranking |
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assigns a certain percentage of employees to each category in a set of categories |
forced distribution |
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compares each employee with each other employee to establish ranking |
paired comparison |
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lists traits and provides a rating scale for each trait. |
graphic rating scale (Attributes) |
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uses several statements describing each trait to produce a final score for that trait |
mixed standard scale |
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based on managers' records of specific examples of employees acting in ways that are either effective or ineffective. employees receive feedback about what they do well and poorly |
critical incident method |
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rates behaviors in terms of a scale showing specific statements of behavior that describe different levels of performance |
BARS (behaviorally anchored rating scale) |
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variation of BARS which uses all behaviors necessary for effective performance to rate performance at a task asks manager to rate frequency with which the employee has exhibited the behavior during rating period |
behavioral observation scale ( BOS) |
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a plan for managing behavior of employees through a formal system of feedback and reinforcement |
(OBM) Organizational behavior modification |
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important measure of success because getting more done with a smaller amount of resources increases the company's profits. |
productivity |
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people at each level of the organization set goals in a process that flows from top to bottom so that all levels are contributing to the organization's overall goals |
management by objectives (MBO) |
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provide methods for performance measurement and management |
quality management |
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performance measurements combines ___ and ___ |
attributes and results |
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Two kinds of feedback in Total quality management |
1. subjective feedback 2. statistical quality control |
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performance measurement that combines information from employees': Managers Peers Subordinates Self Customers |
360 degree performance appraisal |
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rates compares an individual, not against an objective standard but against other employees |
contrast errors |
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rater tends to use only one part of a rating scale: Leniency (rates everyone near the top) Strictness (favors lower rankings) Central Tendency (puts everyone near the middle of the scale) |
distributional errors |
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raters often let their opinion of one quality color their opinion of others |
rater biar |
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when bias is in a favorable direction. |
halo error |
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when bias involves negative ratings |
horns error |
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-technique to minimize appraisal politics -meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating influence of rating errors |
calibration meeting |
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performance should be a regular, expected management activity |
scheduling performance feedback |
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Misdirected Effort |
Low ability, high motivation |
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Deadwood |
Low ability, low motivation |
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Solid performers |
high ability, high motivation |
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underutilizers |
high ability, low motivation |
