Chapter 7 Flashcards
Goal-oriented process directed toward ensuring that
organizational processes are in place to maximize the productivity of employees, teams, and
ultimately, the organization
Performance management (PM)
Formal system of review and evaluation of individual or team
task performance.
Performance appraisal (PA)
Popular performance appraisal method that involves
evaluation input from multiple levels within the firm as well as external sources.
360-degree feedback evaluation method:
Type of performance-appraisal method, requiring raters (e.g., supervisors or
customers) to evaluate each employee’s traits or characteristics (e.g., quality of work and
leadership) .
Trait systems
A type of performance-appraisal method, require that raters (e.g.,
supervisors) evaluate a given employee’s performance against other employees’ performance
attainments. Employees are ranked from the best performer to the poorest performer.
Comparison systems
Performance appraisal method in which the rater is required to
assign individuals in a work group to a limited number of categories like a normal frequency
distribution.
Forced distribution method
Supervisors compare each employee to every other employee, identifying
the better performer in each pair.
Paired comparisons
Performance appraisal methods that focus on distinguishing between
successful and unsuccessful behaviors
Behavioral systems
Performance appraisal method that requires keeping written
records of highly favorable and unfavorable employee work actions
Critical incident technique
Performance appraisal method that
combines elements of the traditional rating scale and critical incident methods; various
performance levels are shown along a scale with each described in terms of an employee’s
specific job behavior.
Behaviorally anchored rating scale (BARS) method
A specific kind of behavioral system for evaluating job
performance by illustrating positive incidents (or behaviors) of job performance for various job
dimensions
Behavioral observation scales
Performance appraisal method in which the manager
and employee jointly agree on objectives for the next appraisal period; in the past a form of
management by objectives
Results-based performance appraisal
Performance appraisal method that compares each employee’s
performance to a predetermined standard or expected level of output.
Work standards method
In performance appraisals, differences between human judgment processes
versus objective, accurate assessments uncolored by bias, prejudice, or other subjective,
extraneous influences
Rating errors
Evaluation errors that occur when the rater evaluates the employee based on a
personal negative or positive opinion of the employee rather than on the employee’s actual
performance.
Bias errors
An initial favorable or unfavorable judgment about an employee’s
performance which is ignored or distorted
First-impression effect
Evaluation error that occurs when a manager generalizes one positive
performance feature or incident to all aspects of employee performance, resulting in a higher
rating.
Positive halo effect
Evaluation error that occurs when a manager generalizes
one negative performance feature or incident to all aspects of employee performance, resulting in
a lower rating
Negative halo effect (or horn error)
A rating error in which a rater (e.g., a supervisor) compares an employee to
other employees rather than to specific explicit performance standards.
Contrast errors
Evaluation appraisal error that occurs when employees are incorrectly
rated near the average or middle of a scale.
Central tendency error
Giving an undeserved high performance appraisal rating to an employee.
Leniency error
Being unduly critical of an employee’s work performance
Strictness error
Include a broad range of knowledge, skills, traits, and
behaviors that are needed to perform a job successfully
Competencies
A bias error for which a supervisor rates
members of his or her race, gender, nationality, or religion more favorably
than members of other classes.
Similar-to-me effect
