Chapter 10: Performance Mangement Flashcards
Performance management
The process encompassing all activities related to improving employee performance, productivity , and effectiveness
Three main purposes of performance management
- It aligns employee actions with strategic goals
- It is a vehicle for culture change
- It provides input into other HR systems such as development and remuneration
The performance management process
- Defining performance expectations and goals
- Providing feedback and coaching
- Conducting performance and appraisal and evaluation discussions
- Determining performance rewards / consequences
- Conducting development and career opportunities discussions
Defining performance expectations
Critical step in employees’ understanding how their work makes a contribution to achieving business results.
Task performance
An individuals direct contribution to their job-related processes
Contextual performance
An individuals indirect contribution to the organization by improving the organizational, social, and psychological behaviours that contribute to organizational effectiveness beyond those specified for the job
Step 2: providing on going coaching and feedback
Don’t only do annual performance reviews, give ongoing feedback
Step 3: Conduct performance appraisal and evaluation discussion
Formal appraisal methods -graphic ratting scale, alternation ranking method, paired comparison method , forced distribution method , critical incident method , narrative forms , behaviourally anchored rating scales ,
Graphic rating scale
A scale that lists a number of traits and a range of performance for each. The employee is then related by identifying the score that best describes his or her level o performance for each trait
Alternation ranking method
Ranking employees from best to worst on a particular trait
Paired comparison method
Ranking employees by making a chart of all possible parties of employees for each trait and indicating the better employee of the pair.
Forced distribution method
Predetermined percentages of rates are placed in various performance categories
Critical incident method
Keeping a record of uncommonly good or undesirable examples of employees work-related behaviour and review the list with the employee at predetermined times
Behaviourally anchored rating scales (BARS)
An appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratting by anchoring a quantified scale with specific narrative examples of good and poor performance
Management by objectives (MBO)
Involves setting measurable goals with each employee then periodically review the progress made
Electronic performance monitoring (EPM)
Having supervisors electronically monitor the amount of computerized data an employee is processing per day and thereby his or her performance
Unclear performance standards
An appraisal escalation that is too open to interpretation of traits and standards
Halo effect
In performance appraisal, the preoblem that occurs when supervisor’s rating of an employee on one trait biases the rating of that persons on other traits
Central tendency
A tendency to rate all employee in the middle of the scale
Strictness/liniency
The problem that occurs when a supervisor has a tendency to rate all employees either low or high
Appraisal bias
The tendency to allow individuals diffences, such as age, race, and sex, to affect appraisal ratings that these employees receive
Regency effect
The rating error that occurs when readings are based on employees most recent performance rather than on performance throughout the appraisal period
Similar to be bias
The tendency to giver higher performance ratings to employees who are perceived to be similar to the rather in some way.
Formal appraisal discussion
An interview in which the supervisor and employee review the appraisal and make plans to remedy deficiencies and reinforce strengths
Determining performance rewards/consequence
Given through merit
Step 5: Career development discussion
Discusses opportunities for development tto strengthen or improve the employees knowledge, skills, and abilities.
