chapter 5 Flashcards
performance management
continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization
4 parts of performance management system
- objective goal setting
- continuous coaching
- performance appraisal
- development planning
2 key points of perf management system:
- linked to company goals
2. implemented on a continuous cycle rather than once a year
performance appraisal
systematic review and evaluation of a job performance & provision of performance feedback
3 most significant purposes of performance management:
- used to make personnel decisions & raises
- developmental purposes
- documentation
developmental purposes
employees are informed of their strengths and weaknesses
documentation in performance management
documentation of employee’s work over time to use in case the employee is fired so they don’t get sued lol
multisource feedback
involves multiple raters at various levels of the organization who evaluate and provide feedback to a target employee
another name for multisource feedback
360-degree feedback
3 assumptions of the 360 feedback system
- when multiple raters used, participants are happy that they’re involved in the process
- multiple raters from different levels gets to equal out rating biases
- multiple perspectives=more accurate view of performance
upward appraisal ratings
ratings provided by individuals who status is below the ratee
360 pro:
beneficial in assessing both competencies and effectiveness
360 health study summary:
high percentage of surgeons reported that feedback was accurate, and that they changed their practices as a result of the feedback. Over 75% of participants found the process valuable
360 education study summary
principals experienced cognitive dissonance (they were uncomfortable) when teachers gave the low performance management ratings
telework
employees working from home/remote location
telecommuting study summary:
telecommuting had a positive impact on performance; task performance and contextual performance was improved.
what kind of relationships does telework thrive under?
a good employee-supervisor relationship and can assume more autonomy
graphic rating scale
oldest formats; numerical/verbal anchors like 1-10, below/exceeds expectations; very easy and simple
Behaviorally anchored rating scale (BARS)
similar to graphic, but provides behavioral descriptions
i.e. “usually follows most important procedures” and “never deviates from the procedures outlines”
con of BARS
painstaking development
critical incidents:
behavioral examples used in BARS development
checklists
rater is asked to read large # of behavioral statements and check off each behavior the employee exhibits
weighted checklist
series of items that have previously been weighted by importance
forced-choice checklist
asked to choose 2 items out of 4 that best describe the employee–meant to detract purposive bias
which is used more: forced or weighted checklists?
weighted
con of forced checklist
raters feel like they’ve lost power in rating
CARS computerized adaptive rating scale
adaptation of forced checklist that tries to give more discrimination between answers/ giver raters feeling of power
employee comparison procedure
evaluation of rates in comparison to other employees
rank-ordering
Employee comparison method: rank employees from best to worst
paired comparison
Employee comparison method: comparison of each employee to every other employee
pro of rank-ordering
clear ‘winner’; gives easy method for promotions
cons of rank-ordering
can be very complex; very cumbersome with large # of employees
forced distribution
Employee comparison method: raters are instructed to force a designated proportion of ratees into each of five out f 7 categories; similar to grading on a curve
con of forced distribution
not popular among employees bc lots of “very close” people are not recognized for their work
halo
raters using a global evaluation of the ratee OR unwilling to discriminate between independent dimensions of a ratees performance
true halo
halo that results from accurate intercorrelations rather than from rating error (meaning they get marked high for everything bc they’re genuinely good at all the areas)
distributional errors
mismatch between actual rating and expected ratings–much farther toward one end of the distributions
leniency
when the mean of rating is higher than the midpoint of the scale
central tendency
tendency to use only the midpoint of the sale riating one’s employees
example of a central tendency
a professor who gives most students a C and does not evaluate their actual performance
Severity
tend to use only the lower end of the rating scale
whats the least frequent: leinceny, central tendency, or severity ?
severity
what’s a con of severity
raters lose the respect of subordinates
range restrictgions
orgs only use a small part of the scale, not the whole scale
first impressions error/ primacy effect
pay attention to initial experiences w employee
recency error
raters heavily weight their most recent interactions with or observations of the ratee
Rater Error Training (RET)
type of training originally developed to reduce rater errors by focusing on describing errors like halo and showing raters how to avoid mistakes
Frame of Reference (FOR)
training designed to enhance raters observational and categorization skills so that all the raters share a common view and understanding of performance levels to improve rater accuracy
Pros of FOR
improves appraisal accuracy, and recognized as the most effective approach for improving rater accuracy
Behavioral observation training BOT
focuses on teaching raters how to watch for certain errors and avoid behavioral observation errors
feedback environment
the contextual aspects of the day to day supervisor subordinate and coworker-coworker feedback process
feedback orientation
is the individual difference side; individuals overall receptivity to feedback
