Chapter 11 Flashcards

1
Q

Quantitative measures of job performance.

A

performance metrics

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2
Q

if it fails to include all of the dimensions relevant to job performance

A

criterion deficient

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3
Q

A corporatewide, overall performance measure typically incorporating
financial results, process improvements, customer service, and
innovation

A

balanced scorecard approach

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4
Q

A type of performance appraisal format that requires that the rater compare
employees against each other to determine the relative ordering of the group on
some performance measure

A

ranking formats

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5
Q

A type of performance appraisal format in which the rater compares or ranks
each employee relative to each other employee

A

straight ranking

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6
Q

A job evaluation method that involves ordering the job description
alternately at each extreme.

A

alternation ranking

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7
Q

A ranking job evaluation method that involves comparing all possible pairs of
jobs under study.

A

paired comparison ranking

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8
Q

A type of performance appraisal format that requires that raters evaluate
employees on absolute measurement scales that indicate varying levels of
performance

A

rating formats

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9
Q

Appraisal system characterized by (1) one or more performance standards
being developed and defined for the appraiser and (2) each performance
standard having a measurement scale indicating varying levels of
performance on that dimension.

A

standard rating scale

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10
Q

Variants on standard rating scales in which the various scale levels are
anchored with behavioral descriptions directly applicable to jobs being
evaluated

A

behaviorally anchored rating scales

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11
Q

An employee planning, development, and appraisal procedure in which a
supervisor and a subordinate, or group of subordinates, jointly identify
and establish common performance goals

A

management by objectives

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12
Q

An open-ended performance appraisal format. The descriptors used can range from
comparisons with other employees to adjectives, behaviors, and goal
accomplishment.

A

essay format

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13
Q

A rating method that assesses employee performance from five points of view:
supervisor, peer, self, customer, and subordinate.

A

360 degree feedback

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14
Q

allowing nonperformance factors to affect performance scores.

A

criterion contamination

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15
Q

an appraiser giving favorable ratings to al job duties based on impressive performance in just one function

A

halo error

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16
Q

downgrading an employee across all performance dimensions exclusively because of poor performance in one dimension

A

horn error

17
Q

developing a negative or positive opinion of an employee early in the review period and allowing that to negatively or positively influence all later perceptions of performance

A

first impression error

18
Q

allowing performance, good or bad, at the end of the review period to play too large a role in determining an employees rating

A

recency error

19
Q

consistently rating higher than deserved

A

leniency error

20
Q

rating individuals lower than is deserved

A

severity error

21
Q

giving better ratings to individuals who are like the rater in behavior or personality

A

clone error

22
Q

Continuing to downgrade an employee for performance errors in prior rating periods

A

spillover error

23
Q

Training that enables performance appraisers to identify and suppress
psychometric errors such as leniency, severity, central tendency, and halo
errors when evaluating employee performance.

A

rater error training

24
Q

Training that gives performance appraisers a frame of reference for making
ratee appraisals

A

performance standard training

25
Benchmark case that interpreted performance evaluation as a test, subject to validation requirements, and used these evaluations based on a rating format to lay off employees, resulting in a disproportionate of minorities being discharged.
brito v. zia company
26
The mechanisms through which levels are translated into pay increases and, therefore, dictate the size and time of the pay reward for good performance
pay increase guidelines
27
Pay increases tied to a progression pattern based on seniority. To the extent performance improves with time on the job, this method has the rudiments of paying for performance
seniority increases
28
exposes supervisors to the performance dimensions to be used in rating thus making sure everyone is on the same page
performance-dimension training