chapter 5

Question 1

performance management

Answer 1

continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization

Question 2

4 parts of performance management system

Answer 2

1. objective goal setting
2. continuous coaching
3. performance appraisal
4. development planning

Question 3

2 key points of perf management system:

Answer 3

1. linked to company goals

2. implemented on a continuous cycle rather than once a year

Question 4

performance appraisal

Answer 4

systematic review and evaluation of a job performance & provision of performance feedback

Question 5

3 most significant purposes of performance management:

Answer 5

1. used to make personnel decisions & raises
2. developmental purposes
3. documentation

Question 6

developmental purposes

Answer 6

employees are informed of their strengths and weaknesses

Question 7

documentation in performance management

Answer 7

documentation of employee’s work over time to use in case the employee is fired so they don’t get sued lol

Question 8

multisource feedback

Answer 8

involves multiple raters at various levels of the organization who evaluate and provide feedback to a target employee

Question 9

another name for multisource feedback

Answer 9

360-degree feedback

Question 10

3 assumptions of the 360 feedback system

Answer 10

1. when multiple raters used, participants are happy that they’re involved in the process
2. multiple raters from different levels gets to equal out rating biases
3. multiple perspectives=more accurate view of performance

Question 11

upward appraisal ratings

Answer 11

ratings provided by individuals who status is below the ratee

Question 12

360 pro:

Answer 12

beneficial in assessing both competencies and effectiveness

Question 13

360 health study summary:

Answer 13

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

Question 14

360 education study summary

Answer 14

principals experienced cognitive dissonance (they were uncomfortable) when teachers gave the low performance management ratings

Question 15

telework

Answer 15

employees working from home/remote location

Question 16

telecommuting study summary:

Answer 16

telecommuting had a positive impact on performance; task performance and contextual performance was improved.

Question 17

what kind of relationships does telework thrive under?

Answer 17

a good employee-supervisor relationship and can assume more autonomy

Question 18

graphic rating scale

Answer 18

oldest formats; numerical/verbal anchors like 1-10, below/exceeds expectations; very easy and simple

Question 19

Behaviorally anchored rating scale (BARS)

Answer 19

similar to graphic, but provides behavioral descriptions

i.e. “usually follows most important procedures” and “never deviates from the procedures outlines”

Question 20

con of BARS

Answer 20

painstaking development

Question 21

critical incidents:

Answer 21

behavioral examples used in BARS development

Question 22

checklists

Answer 22

rater is asked to read large # of behavioral statements and check off each behavior the employee exhibits

Question 23

weighted checklist

Answer 23

series of items that have previously been weighted by importance

Question 24

forced-choice checklist

Answer 24

asked to choose 2 items out of 4 that best describe the employee–meant to detract purposive bias

Question 25

which is used more: forced or weighted checklists?

Answer 25

weighted

Question 26

con of forced checklist

Answer 26

raters feel like they've lost power in rating

Question 27

CARS computerized adaptive rating scale

Answer 27

adaptation of forced checklist that tries to give more discrimination between answers/ giver raters feeling of power

Question 28

employee comparison procedure

Answer 28

evaluation of rates in comparison to other employees

Question 29

rank-ordering

Answer 29

Employee comparison method: rank employees from best to worst

Question 30

paired comparison

Answer 30

Employee comparison method: comparison of each employee to every other employee

Question 31

pro of rank-ordering

Answer 31

clear 'winner'; gives easy method for promotions

Question 32

cons of rank-ordering

Answer 32

can be very complex; very cumbersome with large # of employees

Question 33

forced distribution

Answer 33

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

Question 34

con of forced distribution

Answer 34

not popular among employees bc lots of "very close" people are not recognized for their work

Question 35

halo

Answer 35

raters using a global evaluation of the ratee OR unwilling to discriminate between independent dimensions of a ratees performance

Question 36

true halo

Answer 36

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)

Question 37

distributional errors

Answer 37

mismatch between actual rating and expected ratings--much farther toward one end of the distributions

Question 38

leniency

Answer 38

when the mean of rating is higher than the midpoint of the scale

Question 39

central tendency

Answer 39

tendency to use only the midpoint of the sale riating one's employees

Question 40

example of a central tendency

Answer 40

a professor who gives most students a C and does not evaluate their actual performance

Question 41

Severity

Answer 41

tend to use only the lower end of the rating scale

Question 42

whats the least frequent: leinceny, central tendency, or severity ?

Answer 42

severity

Question 43

what's a con of severity

Answer 43

raters lose the respect of subordinates

Question 44

range restrictgions

Answer 44

orgs only use a small part of the scale, not the whole scale

Question 45

first impressions error/ primacy effect

Answer 45

pay attention to initial experiences w employee

Question 46

recency error

Answer 46

raters heavily weight their most recent interactions with or observations of the ratee

Question 47

Rater Error Training (RET)

Answer 47

type of training originally developed to reduce rater errors by focusing on describing errors like halo and showing raters how to avoid mistakes

Question 48

Frame of Reference (FOR)

Answer 48

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

Question 49

Pros of FOR

Answer 49

improves appraisal accuracy, and recognized as the most effective approach for improving rater accuracy

Question 50

Behavioral observation training BOT

Answer 50

focuses on teaching raters how to watch for certain errors and avoid behavioral observation errors

Question 51

feedback environment

Answer 51

the contextual aspects of the day to day supervisor subordinate and coworker-coworker feedback process

Question 52

feedback orientation

Answer 52

is the individual difference side; individuals overall receptivity to feedback