7. performance measurement Flashcards
PM def
employee activities align with orga goals
perf appraisal VS per feedback
gather info VS provide info
purpose of pm (6)
strategic
admin (salary, promotion, termination)
developmental
communication (feedback)
orga maintenance (workforce needs)
documentation
traditional PM process
- define perf outcome for company
- develop employee goals and behaviour
- provide support
- evaluate perf
- identify improvement needed
- provide consequence for perf results
criteria for effective management system (5)
strategic congruence (CSF, KPI)
validity
reliability
acceptability
specificity
validity
max overlap between contamination and deficiency
reliability
ensures consistence overtime (test-retest reliability) and across raters (interrater)
acceptability
procedural, interpersonal and outcome fairness
approaches to measuring perf (5)
comparative, attribute, behavioural, results, quality
comparative approach def and (+) (-)
ranked employees from best to worst
(+) easy, identify top and bottom, reduce leniency and central tendency errors
(-) not linked to strat goal, demoralise, legal issues, no understand on how to improve
attribute approach def and (+) (-)
rated on traits (rank “most to least likely”)
(+) easy, generalizable
(-) vague standards, low reliability and validity
behavioural approach def and (+) (-)
rated on spe behaviour (how likely from 1 to 5)
(+) links behaviour to strat, specific feedback
(-) constant monitoring, assume only 1 answer
BARS and BOS
Behaviourally anchored rating scale: spe examples
Behaviour observation scale: frequency of behaviour
result approach def and (+) (-)
focus on measurable outcomes (SMART goals)
-> BSC: financial, customer, internal, learning
(+) reduce subjectivity, link results to orga goals
(-) focus too much on measurables
quality approach def and (+) (-)
focus on customer satisfaction, error prevention (statistical process control)
(+) teamwork and problem solving
(-) tradi PMS dont align with quality principal -> need to shift culture to focus on quality rather than quantity
sources of perf info (6)
managers, peers, direct report, self, customer, 360 feedback
ways tech influence PMS
web based systems (dashboard)
social performance management
electronic tracking and monitoring systems
concerns and adv of new tech
(-) right to privacy, dignity, inaccuracy, demoralising, unnecessary stress
(+) scheduling, monitor time abuse, motivation to improve perf, protection (sexual harassment, cyberbullying)
common raters biases (5)
confirmation, in-group out-group, unconscious, appraisal politics, common errors
common errors (7)
similar to me
contrast
leniency
strictness
central tendency
halo
horns
reducing error biases
raters error training
frame-to-reference training
calibration meeting
diagnosis poor perf
input
employee characteristic
feedback
perf standard
consequences
managing type of employee
solid perf
misdirected effort
underutilizers
deadwood
perf improvement plan (PIP)
outline necessary perf change within specific timeframe
