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MGMT 411: Human Resource Management > Chapter 10: Performance Management > Flashcards

Chapter 10: Performance Management Flashcards

1
Q

Performance appraisal

A

evaluating an employee’s current and/or past performance relative to his or her performance standards.

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2
Q

Performance management

A

The process encompassing all activities related to improving employee performance, productivity, and effectiveness

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3
Q

Performance management includes:

A

goal setting, pay for performance, training and development, career management, and disciplinary action

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4
Q

There are three major purposes of performance management:

A

1) it aligns employee actions with strategic goals,
2) it is a vehicle for culture change,
3) it provides input into other HR systems such as development and remuneration

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5
Q

Which elements of performance appraisals are used most by Canadian organizations?

Premature,
QUIZ QUESTION

A

Individual objectives and goals.

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6
Q

The performance management process contains five steps: what are they?

A

1) Defining performance expectations and goals
2) Providing ongoing feedback and coaching
3) Conducting performance appraisals and evaluation discussions
4) Determining performance rewards and / consequences
5) Conducting development and career opportunities discussions

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7
Q

There are five reasons to appraise subordinates’ performance. what are they?

A

First, most employers base pay, promotion, and retention decisions on the employee’s appraisal

Appraisals play a central role in the employer’s performance management process

The appraisal lets the manager and subordinate develop a plan for correcting any deficiencies, and to reinforce the subordinate’s strengths.

Appraisals provide an opportunity to review the employee’s career plans in light of his or her exhibited strengths and weaknesses.

Finally, appraisals enable the supervisor to identify if there is a training need and the remedial steps required.

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8
Q

Over the last 30 years there has been more recognition that job performance is a multidimensional construct which can be split into what has become widely acknowledged as ______ versus ______performance

A

task

contextual

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9
Q

Task performance

A

An individual’s direct contribution to their job-related processes

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10
Q

Contextual performance

A

An individual’s indirect contribution to the organization by improving the organizational, social, and psychological behaviours that contribute to organizational effectiveness beyond those specified for the job

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11
Q

Coaching

A

defined as a process for improving work performance in a frequent contact, hands-on process aimed at helping employees improve performance and capabilities.

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12
Q

Electronic performance monitoring (EPM)

A

Having supervisors electronically monitor the amount of computerized data an employee is processing per day and thereby his performance

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13
Q

Formal Appraisal Discussions

A

An interview in which the supervisor and employee review the appraisal and make plans to remedy deficiencies and reinforce strengths

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14
Q

There are three basic types of formal appraisal discussions, each with its own objectives: what are they?

A

1) Satisfactory - promotable
2) Satisfactory - not promotable
3) Unsatisfactory - correctable versus uncorrectable

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15
Q

1) Satisfactory - promotable

A

Here, the person’s performance is satisfactory and there is a promotion ahead

The objective is to discuss the person’s career plans and to develop a specific action plan for the educational and professional development that the person needs to move to the next job

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16
Q

2) Satisfactory - not promotable

A

This interview is for employees whose performance is satisfactory but for whom promotion is not possible

The objective here is not to improve or develop the person but to maintain satisfactory performance.

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17
Q

3) Unsatisfactory - correctable versus uncorrectable

A

When the person’s performance is unsatisfactory but correctable, the interview objective is to lay out an action plan for correcting the unsatisfactory performance

If unsatisfactory and the situation uncorrectable, there is usually no need for any formal appraisal discussion because the person’s performance is not correctable anyway

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18
Q

There are three things to do in preparation for the interview what are they?

A

1) First, assemble the data
2) Next, prepare the employee
3) Finally, find a mutually agreeable time and place, and allow plenty of time for the interview

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19
Q

How to Conduct the Interview:

There are four things to keep in mind when conducting a formal appraisal discussion to ensure the feedback is constructive

A

Be direct and specific

Do not get personal

Encourage the person to talk

Develop an action plan

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20
Q

When a supervisor tells someone his or her performance is poor, the first reaction is often

A

Denial

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21
Q

The Performance Management Process

A

STEP 1: DEFINING PERFORMANCE EXPECTATIONS

STEP 2: PROVIDING ONGOING COACHING AND FEEDBACK

STEP 3: CONDUCT PERFORMANCE APPRAISAL AND EVALUATION DISCUSSION

STEP 4: DETERMINE PERFORMANCE REWARDS/CONSEQUENCES

STEP 5: CAREER DEVELOPMENT DISCUSSION

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22
Q

Graphic Rating Scale

A

Simplest and most popular technique for appraising performance.

It lists traits (such as reliability) and a range of performance values (from unsatisfactory to outstanding) for each one

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23
Q

Alternation Ranking Method

A

Ranking employees from best to worst on a particular trait

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24
Q

Paired Comparison Method

A

Ranking employees by making a chart of all possible pairs of employees for each trait and indicating the better employee of the pair

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25
Q

Forced Distribution Method

A

Predetermined percentages of ratees are placed in various performance categories

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26
Q

Critical Incident Method

A

the supervisor keeps a log of desirable or undesirable examples or incidents of each employee’s work-related behaviour. Then, every six months or so, the supervisor and employee meet to discuss the latter’s performance by using the specific incidents as examples.

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27
Q

PIP

A

Performance improvement plan

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28
Q

Behaviourally Anchored Rating Scales (BARS)

A

combines the benefits of narratives, critical incidents, and quantified ratings by anchoring a series of quantified scales, one for each performance dimension, with specific behavioural examples of good or poor performance

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29
Q

But BARS may also have important advantages

A

1) A more accurate measure
2) Clearer standards.
3) Feedback
4) Independent dimensions
5) Consistency

30
Q

Management by Objectives (MBO)

A

Involves setting specific goals with each employee and then periodically reviewing the progress made

31
Q

Using MBO has three potential problems

A

Setting unclear, unmeasurable objectives is the main one

time-consuming

tug of war (managers push for higher goals and employees push for lower ones)

32
Q

Seven main problems can undermine such appraisal tools as graphic rating scales:

A 
unclear standards, 
halo effect, 
central tendency, 
leniency or strictness, 
appraisal bias, 
recency effect, 
and similar-to-me bias
33
Q

Unclear Performance Standards

A

An appraisal scale that is too open to interpretation of traits and standards

aka everyone’s definition of good vs great is different

34
Q

Halo effect

A

The problem that occurs when a supervisor’s rating of an employee on one trait biases the rating of that person on other traits

Example: Super nice personality, but always late.

35
Q

Central tendency

A

A tendency to rate all employees in the middle of the scale

Example: Everyone is good but no one is great or phenomenal

36
Q

Strictness/Leniency

A

The problem that occurs when a supervisor has a tendency to rate all employees either low or high

Hard markers vs easy markers

37
Q

Appraisal Bias

A

The tendency to allow individual differences such as age, race, and sex, to affect the appraisal ratings that these employees receive

illegal under Human Rights Legislation

38
Q

Recency effect

A

Rating error when ratings are based on the employee’s most recent performance rather than on performance throughout the appraisal period

39
Q

Similar-to-me bias

A

The tendency to give higher performance ratings to employees who are perceived to be similar to the rater in some way

Example: Rater and employee both Indian

40
Q

How to Avoid Appraisal Problems

A

First, raters must be familiar with the problems just discussed

Second, training supervisors on how to eliminate rating errors, such as the halo effect, leniency, and central tendency, can help them avoid these problems

Third, raters must choose the right appraisal tool.

Fourth, errors in performance appraisals can be reduced by using multiple raters in the evaluation

41
Q

Who Should Do the Appraising?

Several options, such as

A

Supervisor

Self

Peers

Committees

Subordinates

42
Q

Logrolling

A

all the peers simply get together to rate each other highly

43
Q

Upward feedback

A

Subordinates evaluating their supervisors / managers

44
Q

360 degree appraisal

aka multisource feedback

A

A performance appraisal technique that uses multiple raters including peers, employees reporting to the appraisee, supervisors, and customers

45
Q

When using management by objectives, how should the goals be set?

QUIZ QUESTION

A

Collaboratively

46
Q

Performance appraisals can be required in courts when assessing wrongful termination cases and are considered to be legal documents in Canada.

QUIZ QUESTION

A

TRUE

47
Q

Using a graphic rating scale can help to avoid the central tendency rating scale problem.

QUIZ QUESTION

A

FALSE

48
Q

A potential problem with peer performance appraisal occurs when all the peers get together to rate each other highly; what is this potential problem referred to as?

QUIZ QUESTION

A

Logrolling

49
Q

A manager wishes to give a new employee a pay increase sooner than scheduled. The new employee has a great positive attitude that has made other workers more positive and productive. What is this employee receiving an earlier pay increase for?

QUIZ QUESTION

A

Contextual performance

50
Q

An interview with the supervisor and the employee to review the appraisal and make plans to remedy deficiencies and reinforce strengths is referred to as which of the following?

QUIZ QUESTION

A

Formal appraisal discussion

51
Q

Many firms today let employees anonymously evaluate the performance of their supervisor; what is this process known as?

QUIZ QUESTION

A

Upward feedback

52
Q

According to the textbook, which of the following is the key success factor for effective performance appraisal that will lead to optimum employee performance?

QUIZ QUESTION

A

DO NOT SELECT The quantity of performance appraisal dialogue between a manager and an employee

Next best guess: The quality of the performance appraisal dialogue between a manager and an employee

FOCUS ON QUALITY

53
Q

Janice sees a lot of herself in her employee Danielle as they both went to the same school, earned the same degree, and enjoy the same types of hobbies. Danielle often receives a higher appraisal from Janice compared with her fellow workers. What error is Janice likely making?

QUIZ QUESTION

A

Similar-to-me bias

54
Q

Which performance appraisal technique uses a “+” to denote “better than” and a “-“ to denote “worse than” and then adds up the number of times that each employee was rated as “better than”?

QUIZ QUESTION

A

Paired comparison method

55
Q

Which performance appraisal method lists a number of traits and a range of performance values for each trait?

QUIZ QUESTION

A

Graphic rating scale

56
Q

What does PIP refer to in the performance management process?

QUIZ QUESTION

A

Performance improvement plan

57
Q

Which of the following is the basis for fostering and managing employee skills and talents?

QUIZ QUESTION

A

Performance management

58
Q

When using the paired comparison method, every employee is paired with and compared with every other employee.

A

TRUE

59
Q

According to the textbook, rating committees used to evaluate employees are usually composed of the employee’s immediate supervisor and who else?

QUIZ QUESTION

A

Three or four other supervisors

60
Q

An interview with the supervisor and the employee to review the appraisal and make plans to remedy deficiencies and reinforce strengths is referred to as which of the following?

QUIZ QUESTION

A

Formal appraisal discussion

61
Q

When an employee’s most recent performance biases the evaluation of his or her performance over the entire appraisal period, which performance appraisal problem has occurred?

QUIZ QUESTION

A

Recency effect

62
Q

A manager wishes to give a new employee a pay increase sooner than scheduled. The new employee has a great positive attitude that has made other workers more positive and productive. What is this employee receiving an earlier pay increase for?

QUIZ QUESTION

A

Contextual performance

63
Q

According to the textbook, when a supervisor tells someone that his or her performance is poor, the first reaction is often

QUIZ QUESTION

A

Denial

64
Q

Kai ranks his employees on a scale from 1 to 5. In general, most of his employees receive a rating of around 3 although in reality his employees differ more on their actual performance. Kai’s actions seem to indicate which performance appraisal problem?

QUIZ QUESTION

A

Central tendency

65
Q

Step 5 of the performance management process presented in the textbook includes the manager and employee discussing opportunities for development in order to strengthen or improve the employee’s knowledge, skills, and abilities; this step is known as the

QUIZ QUESTION

A

career development discussion step.

66
Q

Although the graphic rating scale seems objective, it may result in unfair appraisals because the traits and degrees of merit are

QUIZ QUESTION

A

Open to interpretation

67
Q

What does a summary performance appraisal discussion focus on?

QUIZ QUESTION

A

Problem Solving

68
Q

Which performance appraisal techniques is useful for identifying specific examples of good and poor performance and for planning how deficiencies can be corrected?

QUIZ QUESTION

A

Critical incident method

69
Q

When a performance appraisal scale is too open to interpretation of traits and standards, this rating scale problem is known as which of the following?

QUIZ QUESTION

A

Unclear performance standards

70
Q

The critical incident method is useful by itself for comparing employees and making salary decisions.

QUIZ QUESTION

A

FALSE

71
Q

The inflated/deflated goals due to tug of war was a disadvantage specific to which performance appraisal tool?

QUIZ QUESTION

A

management by objectives MBO

72
Q

Effective performance management begins with defining the job and which of the following?

QUIZ QUESTION

A

Defining its performance standards

MGMT 411: Human Resource Management (17 decks)

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