Chapter 11 Flashcards
Quantitative measures of job performance.
performance metrics
if it fails to include all of the dimensions relevant to job performance
criterion deficient
A corporatewide, overall performance measure typically incorporating
financial results, process improvements, customer service, and
innovation
balanced scorecard approach
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
ranking formats
A type of performance appraisal format in which the rater compares or ranks
each employee relative to each other employee
straight ranking
A job evaluation method that involves ordering the job description
alternately at each extreme.
alternation ranking
A ranking job evaluation method that involves comparing all possible pairs of
jobs under study.
paired comparison ranking
A type of performance appraisal format that requires that raters evaluate
employees on absolute measurement scales that indicate varying levels of
performance
rating formats
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.
standard rating scale
Variants on standard rating scales in which the various scale levels are
anchored with behavioral descriptions directly applicable to jobs being
evaluated
behaviorally anchored rating scales
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
management by objectives
An open-ended performance appraisal format. The descriptors used can range from
comparisons with other employees to adjectives, behaviors, and goal
accomplishment.
essay format
A rating method that assesses employee performance from five points of view:
supervisor, peer, self, customer, and subordinate.
360 degree feedback
allowing nonperformance factors to affect performance scores.
criterion contamination
an appraiser giving favorable ratings to al job duties based on impressive performance in just one function
halo error
downgrading an employee across all performance dimensions exclusively because of poor performance in one dimension
horn error
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
first impression error
allowing performance, good or bad, at the end of the review period to play too large a role in determining an employees rating
recency error
consistently rating higher than deserved
leniency error
rating individuals lower than is deserved
severity error
giving better ratings to individuals who are like the rater in behavior or personality
clone error
Continuing to downgrade an employee for performance errors in prior rating periods
spillover error
Training that enables performance appraisers to identify and suppress
psychometric errors such as leniency, severity, central tendency, and halo
errors when evaluating employee performance.
rater error training
Training that gives performance appraisers a frame of reference for making
ratee appraisals
performance standard training
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
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
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
exposes supervisors to the performance dimensions to be used in rating thus making sure everyone is on the same page
performance-dimension training
