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HRESD > Chapter 4: Performance Management > Flashcards

Chapter 4: Performance Management Flashcards

1
Q

Process of assessing performance to make decisions

A

Performance appraisal

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2
Q

Refers to the assessment of performance with the goal of providing feedback to facilitate improved performance.

A

Performance development

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3
Q

Process that incorporates appraisal and feedback to make performance-based administrative decisions and help employees improve.

A

Performance management

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4
Q

Synonymous with behavior; it is what people actually do, and it can be observed.

A

Performance

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5
Q

Refers to the evaluation of the results of performance, and it is beyond the
influence or control of the individual.

A

Effectiveness

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6
Q

Performance Management’s (6) six Basic Elements

A

Direction sharing
Goal alignment
Ongoing performance monitoring
Ongoing feedback
Recognition and rewards

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7
Q

Communicating the company’s goals throughout the company and then translating these into doable departmental, team, and individual goals.

A

Direction sharing

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8
Q

Having a method that enables managers and employees to see the link between the employees’ goals and those of their department and company.

A

Goal alignment

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9
Q

Includes using computerized systems that
measure and then e-mail progress and exception reports based on the person’s progress toward meeting his or her performance goals.

A

Ongoing performance monitoring

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10
Q

Both face-to-face and computerized feedback regarding progress toward goals.

A

Ongoing feedback

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11
Q

Provide the consequences needed to keep the employee’s goal-directed performance on track.

A

Recognition and rewards

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12
Q

A theory that asserts how we evaluate other people in various contexts is related to how we acquire, process, and categorize information.

A

Person perception

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13
Q

Person perception is also called? (2)

A

Social cognition
Attribution theory of person perception

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14
Q

3 parts of the framework

A

Inputs
Processes
Outputs

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15
Q

Characteristics of the perceiver, characteristics of the person being perceived (the target), and contextual factors.

A

Inputs

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16
Q

Includes a broad range of variables pertaining to the way the perceiver uses information to make a judgment.

A

Processes

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17
Q

Consequences of the processing to the perceiver and the target.

A

Outputs

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18
Q

Cognitive approach to processing information that results in making sense of events and actions that in turn influence how decisions are made on the basis of that information.

A

Schema

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19
Q

SOURCES OF APPRAISAL INFORMATION (3)

A

Objective Data
Personnel Data
Judgement Data

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20
Q

Using objective production data as an index of how well an employee is performing on the job is limited in its frequency and value.

A

Objective Data

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21
Q

This system records the objective aspects of performance on computer-based tasks, such as volume and speed of entries.

A

Electronic Performance Monitoring (EPM)

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22
Q

Information that a company keeps about its employees.

A

Personnel Data

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23
Q

2 indicators of performance

A

Absenteeism
Accidents

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24
Q

When an employee misses work

A

Absenteeism

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25
Q

Refers to performance appraisals that are based on the subjective opinions and
evaluations of raters.

A

Judgement Data

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26
Q

Common biases or mistakes that can occur when raters evaluate employee performance.

A

Rating errors

27
Q

3 major categories of rating errors

A

Halo errors
Leniency error
Central-tendency error

28
Q

A type of rating error in which the rater assesses the ratee as performing well on a variety of performance dimensions despite having credible knowledge of only a limited number of performance dimensions.

A

Halo errors

29
Q

Raters tend to give overly lenient or harsh ratings. These errors usually occur because
raters apply personal standards derived from their own personality or previous experience.

A

Leniency error

30
Q

A type of rating error in which the rater assesses a disproportionately large
number of ratees as performing in the middle or central part of a distribution of rated performance in contrast to their true level of performance.

A

Central-tendency error

31
Q

Systems ask raters to evaluate each employee’s traits or characteristics

A

Trait Systems

32
Q

A type of performance-appraisal method, requires that raters (e.g.,supervisors)
evaluate a given employee’s performance against other employees’ performance attainments.

A

Comparison Systems

33
Q

Rater ranks employees from high to low on a given performance dimension

A

Rank order

34
Q

Each employee is compared with every other employee in the group being evaluated. The rater’s task is to select which of the two is better on the dimension being rated.

A

Paired comparison

35
Q

Performance appraisal system that requires managers to evaluate and rank employees by placing them into predefined performance categories, based on a fixed distribution curve.

A

Forced distribution

36
Q

Performance appraisal methods that focus on distinguishing between successful and unsuccessful behaviors, measure what individuals do at work.

A

Behavioral systems

37
Q

Method involves keeping a record of specific, noteworthy events where an employee displayed particularly effective or ineffective behavior.

A

Critical incidents

38
Q

Combination of the critical incidents and
rating-scale methods. Performance is rated on a scale, but the scale points are anchored with behavioral incidents.

A

Behaviorally Anchored Rating Scale (BARS)

39
Q

Process of developing BARS (5)

A

Generating Critical Incidents
Grouping Critical Incidents into Performance Dimensions
Retranslating the Critical Incidents
Rating the Critical Incidents
Creating the Final BARS Instrument

40
Q

Measures how often an employee exhibits certain behaviors, rather than how well they perform them.

A

Behavioral-observation scale (BOS)

41
Q

Methods focus on measurable outcomes such as an individual’s or team’s sales, customer service ratings, productivity, reduced incidence of workplace injuries, and so forth.

A

Results-based performance appraisal

42
Q

Could possibly be the most effective PA technique because supervisors and employees determine objectives for employees to meet during the rating period and employees appraise how well they have achieved their objectives.

A

Management by objectives (MbO)

43
Q

Performance appraisal method that compares each employee’s performance to a predetermined standard or expected level of output.

A

Work standards method

44
Q

The evaluation instrument should tie closely to the accomplishment of the organizational goals.

A

Job-Related Criteria

45
Q

Employees must understand clearly what is expected from them and what they are being measured against.

A

Performance Expectations

46
Q

Same evaluation instrument for all employees in the same job category who work for the same supervisor.

A

Standardizations

47
Q

The evaluators should undergo an ongoing process of training to ensure the accuracy and consistency of evaluation.

A

Trained Appraisers

48
Q

A day-to-day communication and coaching required by performance management.

A

Continuous Open Communication

49
Q

A special time set for a formal discussion of an employee’s performance.

A

Conduct Performance Reviews

50
Q

Having a formal grievance procedure to provide employees an opportunity to appeal results that they consider inaccurate or unfair.

A

Due Process

51
Q

Process of educating raters to make more accurate assessments of performance, typically achieved by reducing the frequency of halo, leniency, and central tendency errors.

A

Raters Training

52
Q

A promising rater training which involves providing raters with common reference standards by which to evaluate performance.

A

Frame-of-reference training

53
Q

A concept that refers to organizationally induced pressures that compel raters to
evaluate ratees positively.

A

Rater Motivation

54
Q

Behavior exhibited by an employee that contributes to the welfare of the organization but is not a formal component of an employee’s job duties.

A

Contextual Performance

55
Q

Contextual Performance is also called (2)

A

Prosocial behavior
Extra-role behavior

56
Q

A technique of performance appraisal in which individuals assess their own behavior.

A

Self Assessment

57
Q

The most commonly used procedure in self assessment.

A

Graphic rating scale

58
Q

A technique of performance appraisal in which individuals assess the behavior of their peers or coworkers.

A

Peer Assessment

59
Q

A technique of appraising the performance of coworkers by nominating them for membership in a group.

A

Peer nomination

60
Q

A technique of appraising the performance of coworkers by rating them on a dimension of their job behavior.

A

Peer rating

61
Q

A technique of appraising the performance of coworkers by ranking them on a dimension of their job behavior.

A

Peer ranking

62
Q

A process of evaluating employees from multiple rating sources, usually including supervisor, peer, subordinate, and self.

A

360-Degree Feedback

63
Q

360-Degree Feedback is also called

A

multi-source feedback.

64
Q

Employee and his or her superior review and discuss the evaluation.

A

Performance appraisal interview

HRESD (7 decks)

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