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29 Cards in this Set
- Front
- Back
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Performance management
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the process through which managers ensure that employees' activities and outputs are congruent with the organization's goals
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Performance appraisal
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the process through which an organization gets information on how well an employee is doing his or her job
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Performance feedback
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the process of providing employees information regarding their performance effectiveness
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Purposes of performance feedback
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- strategic purpose
- administrative purpose - developmental purpose |
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Performance measures criteria
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- strategic congruence
- validity - reliability - acceptability - specificity |
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Approaches to performance measurements
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1. Comparative (ranking)approach
- ranking - forced distribution - paired comparison 2. Attribute approach - graphic rating scales 3. Behavioral approach - critical incidents - behavioral anchored rating scales - behavioral observation scales 4. Results approach - management by objectives 5. Quality approach |
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Ranking
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simple - ranks employees from highest to lowest performance
alternation ranking- crossing off the best and worst employees |
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Forced distribution
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employees are ranked in groups
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Paired comparison
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managers compare every employee with every other employee in the work group
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Graphic rating scales
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- a list of traits is evaluated by a five-point rating scale
-legally questionable |
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Critical incidents approach
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requires managers to keep records of specific examples of effective and ineffective performance
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Management by objectives
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top management passes down company's strategic goals to next layer of management, and these managers define the goals they must achieve
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Quality approach
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a performance management system designed with a strong quality orientation can be expected to:
- emphasize an assessment of both person and system factors in the measurement system. - emphasize that managers and employees work together to solve performance problems - involve both internal and external customers in setting standards and measuring performance - use multiple sources to evaluate person and system factors |
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Sources for performance information
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- managers
- peers - subordinates - self - customers |
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Rater Errors
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- similar to me
- contrast - distributional errors - halo and horns |
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Reducing rater error
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- rater error training
- rater accuracy training |
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Appraisal politics
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a situation in which evaluators purposefully distort ratings to achieve personal or company goals
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Improving performance feedback
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- feedback should be given frequently, not once a year
- create the right context for the discussion - ask employee to rate his or her performance before the session - encourage the subordinate to participate in the session - recognize effective performance through praise - focus on solving problems - focus feedback on behavior or results, not on the person - minimize criticism - agree to specific goals and set a date to review progress |
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Factors to consider in analyzing poor performance
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- input
- employee characteristics - feedback - performance standards/goals - consequences |
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strategic purpose
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to identify employees' strengths and weaknesses, link employees to appropriate training and development activity, and reward good performance with pay and other incentives
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administrative purpose
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salary administration, promotions, retention-termination, layoffs and recognition of individual performance
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developmental purpose
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develop employees who are effective at their jobs with feedback to improve performance
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strategic congruence
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the extent to which the performance management system elicits job performance that is consistent with the organization's strategy, goals, and culture
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validity
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the extent to which a performance measure asses all the relevant aspects of job performance
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reliability
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the consistency of a performance measure; the degree to which a performance measure is free from random error
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acceptability
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the extent to which a performance measure is deemed to be satisfactory or adequate by those who use it
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specificity
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the extent to which a performance measure gives detailed guidance to employees about what is expected of them and how they can meet these expectations
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behavioral anchored rating scales (BARS)
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builds on the critical incidents approach; designed to specifically define performance dimensions by developing behavioral anchors associated with different levels of performance
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behavioral observation scaled (BOS)
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variation of BARS; rather than discarding a large number of the behaviors that exemplify effective or ineffective performance, a ___ uses many of hem to more specifically define all the behaviors that are necessary for effective performance
rather than assessing which behavior best reflects an individual's performance, a ___ requires managers to rate the frequency with which the employee has exhibited each behavior during the rating period. |
