Chapter 10: Performance Mangement

Question 1

Performance management

Answer 1

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

Question 2

Three main purposes of performance management

Answer 2

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

Question 3

The performance management process

Answer 3

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

Question 4

Defining performance expectations

Answer 4

Critical step in employees’ understanding how their work makes a contribution to achieving business results.

Question 5

Task performance

Answer 5

An individuals direct contribution to their job-related processes

Question 6

Contextual performance

Answer 6

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

Question 7

Step 2: providing on going coaching and feedback

Answer 7

Don’t only do annual performance reviews, give ongoing feedback

Question 8

Step 3: Conduct performance appraisal and evaluation discussion

Answer 8

Formal appraisal methods -graphic ratting scale, alternation ranking method, paired comparison method , forced distribution method , critical incident method , narrative forms , behaviourally anchored rating scales ,

Question 9

Graphic rating scale

Answer 9

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

Question 10

Alternation ranking method

Answer 10

Ranking employees from best to worst on a particular trait

Question 11

Paired comparison method

Answer 11

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

Question 12

Forced distribution method

Answer 12

Predetermined percentages of rates are placed in various performance categories

Question 13

Critical incident method

Answer 13

Keeping a record of uncommonly good or undesirable examples of employees work-related behaviour and review the list with the employee at predetermined times

Question 14

Behaviourally anchored rating scales (BARS)

Answer 14

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

Question 15

Management by objectives (MBO)

Answer 15

Involves setting measurable goals with each employee then periodically review the progress made

Question 16

Electronic performance monitoring (EPM)

Answer 16

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

Question 17

Unclear performance standards

Answer 17

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

Question 18

Halo effect

Answer 18

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

Question 19

Central tendency

Answer 19

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

Question 20

Strictness/liniency

Answer 20

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

Question 21

Appraisal bias

Answer 21

The tendency to allow individuals diffences, such as age, race, and sex, to affect appraisal ratings that these employees receive

Question 22

Regency effect

Answer 22

The rating error that occurs when readings are based on employees most recent performance rather than on performance throughout the appraisal period

Question 23

Similar to be bias

Answer 23

The tendency to giver higher performance ratings to employees who are perceived to be similar to the rather in some way.

Question 24

Formal appraisal discussion

Answer 24

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

Question 25

Determining performance rewards/consequence

Answer 25

Given through merit

Question 26

Step 5: Career development discussion

Answer 26

Discusses opportunities for development tto strengthen or improve the employees knowledge, skills, and abilities.