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I/O Reviewer > Chap 7: EVALUATING EMPLOYEE PERFORMANCE > Flashcards

Chap 7: EVALUATING EMPLOYEE PERFORMANCE Flashcards

1
Q

Step 1:

A

Determine the Reason for Evaluating Employee Performance

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2
Q

Determine the Reason for Evaluating Employee Performance

A

Step 1

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3
Q
  • is an excellent time to meet with employees to discuss their strengths and weaknesses.
  • A meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal results
A

Performance appraisal review

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4
Q

purpose of
Step 1: Determine the Reason for Evaluating Employee Performance

A
  • Provide employee training and feedback
  • Determining salary increases
  • Making promotion decisions
  • making termination decisions
  • conducting personnel research
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5
Q

Step 2:

A

Identify Environmental and Cultural Limitations

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6
Q

Identify Environmental and Cultural Limitations

A

Step 2

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7
Q

Step 3:

A

Determine Who Will Evaluate Performance

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8
Q

Determine Who Will Evaluate Performance

A

Step 3

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9
Q
  • A performance appraisal system in which feedback is obtained from multiple sources such as supervisors, subordinates, and peers.
A

360-degree feedback

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10
Q

A performance appraisal strategy in which an employee receives feedback from sources (e.g., clients, subordinates, peers) other than just his or her supervisor

A

Multiple-source feedback

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11
Q

Half of 360 degree
limited
comprehensive than multiple source

A

180 degree evaluation

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12
Q

Three types of feedback/evaluation

A
  • 360-degree feedback
  • Multiple-source feedback
  • 180 degree evaluation
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13
Q

Five feedback sources

A
  • Supervisor
  • Peers
  • Customers
  • Subordinates
  • Self-Appraisal
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14
Q

Step 4:

A

Select the Best Appraisal Methods to Accomplish Your Goals

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15
Q

Select the Best Appraisal Methods to Accomplish Your Goals

A

Step 4:

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16
Q

5 dimensions under
Decision 1: Focus of the Appraisal Dimensions

A
  • Trait-Focused Performance Dimensions
  • Competency-Focused Performance Dimensions
  • Task-Focused Performance Dimensions
  • Goal-Focused Performance Dimensions
17
Q

3 decisions under
Step 4: Select the Best Appraisal Methods to Accomplish Your Goals

A

Decision 1: Focus of the Appraisal Dimensions
Decision 2: Should Dimensions Be Weighted?
Decision 3: Use of Employee Comparisons, Objective Measures, or Ratings

18
Q
  • the effort an employee makes to
    get along with peers, improve the organization, and perform tasks that are needed but are not necessarily an official part of the employee’s job description
A
  • Contextual Performance
19
Q
  • A method of performance appraisal in which employees are ranked from best to worst.
A

Rank order

20
Q

2 ways of evaluating performance under Decision 3: Use of Employee Comparisons, Objective
Measures, or Ratings

A
  • Employee comparison
  • Objective measures
21
Q

-A type of objective criterion used to measure job performance by counting the number of relevant job behaviors that occur.

A

Quantity

22
Q
  • A type of objective criterion used to measure job performance by comparing a job behavior with a standard.
A

Quality

23
Q

Step 5:

A

Train Raters

24
Q

Train Raters

A

Step 5:

25
Q
  • provides raters with job-related information, practice in rating, and examples of ratings made by experts as well as the rationale behind those expert ratings
A

Frame-of-reference training

26
Q

Step 6:

A

Observe and Document Performance

27
Q

Observe and Document Performance

A

Step 6:

28
Q

Step 7:

A

Evaluate Performance

29
Q

Evaluate Performance

A

Step 7:

30
Q

When it is time to appraise an employee’s performance, a supervisor should first obtain and review the objective data relevant to the employee’s behavior.

A

Obtaining and Reviewing Objective Data

31
Q
  • the supervisor should go back and read all of the critical incidents written for an employee.
  • Reading these incidents should reduce errors of primacy, recency, and attention to unusual information.
A

Reading Critical-Incident Logs

32
Q

Step 8:

A

Communicate Appraisal Results to Employees

33
Q

Communicate Appraisal Results to Employees

A

Step 8:

34
Q

the most important use of performance-evaluation data is to provide feedback to the employee and assess her strengths and weaknesses so that further training can be implemented

A

Step 8: Communicate Appraisal Results to Employees

35
Q

3 things to prepare prior to the interview

A
  • allocating time
  • Scheduling the interview
  • Preparing for the interview
36
Q

Step 9:

A

Terminate Employees

37
Q

4 under the Legal Reasons for Terminating Employees

A
  • probationary period
  • violation of company rules
  • inability to perform
  • reduction in force (layoff)
38
Q

Step 10:

A

Monitor the Legality and Fairness
of the Appraisal System

I/O Reviewer (7 decks)

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