CHAPTER 7 Flashcards
which supervisors rate the frequency of observed behaviors
BEHAVIORAL OBSERVATION SCALES (BOS)
: involves placement of benchmark
behaviors next to each point on a graphic rating scale
BEHAVIORALLY ANCHORED RATING
SCALES (BARS)
: a supervisor is given several behaviors and is forced to choose which of them is most typical of the employee
FORCED-CHOICE RATING SCALES
A method of performance appraisal in which a supervisor reads the description of a specific
behavior and then decides whether the behavior of the employee is better than, equal to, or poorer than the behavior described.
MIXED-STANDARD SCALE
promotion of employees until they reach their highest level of incompetence
- PETER PRINCIPLE
: is an excellent time to meet with employees to discuss their strengths and weaknesses
PERFORMANCE APPRAISAL REVIEW
feedback is obtained from multiple sources
360-DEGREE FEEDBACK
strategy in which an employee receives feedback from sources (Ex: clients, subordinates, peers) other than just his/her
supervisor
MULTIPLE-SOURCE FEEDBACK
Telling employees what they are doing incorrectly in order to improve their
performance of a task.
NEGATIVE FEEDBACK
: most common type of performance appraisal is the supervisor rating
SUPERVISORS
The overall image that a supervisor has of an employee.
PROTOTYPE
: ability of supervisor to have adequate direct control over and supervision of employees under him
SPAN OF CONTROL
: often see the factual behavior; usually come from employees who work directly with an employee
PEERS
important component of 360-degree feedback as subordinate can provide a very
different view about a supervisor’s behavior
SUBORDINATES (SUBORDINATE FEEDBACK/
UPWARD FEEDBACK)
: by filing complaints or complimenting
a manager about one of her employees
CUSTOMERS
: current customers who have
been enlisted by a company to periodically evaluate the service they receive
SECRET SHOPPERS
: allowing an employee to evaluate her own behavior and performance is a technique used by only a small percentage of organizations ; most biased
SELF-APPRAISAL
concentrates on such employee
attributes as dependability, honesty, and courtesy
TRAIT-FOCUSED PERFORMANCE
DIMENSIONS
concentrate on the employee’s knowledge, skills, and abilities
COMPETENCY-FOCUSED PERFORMANCE
DIMENSIONS
organized by the similarity of tasks that
are performed
TASK-FOCUSED PERFORMANCE
DIMENSIONS
: organize the appraisal on the basis of
goals to be accomplished by the employee
GOAL-FOCUSED PERFORMANCE
DIMENSIONS
a philosophy of management that rates performance on the basis of employee achievement of goals set by mutual
agreements between employee and manager
MANAGEMENT BY OBJECTIVES (MBO)
: effort an employee makes to get along with peers, improve the organization , and perform tasks that are needed but are not necessarily an official part of the employee’s job
description
CONTEXTUAL PERFORMANCE
employees can be compared with one another instead of being rated individually on a scale
EMPLOYEE COMPARISONS
easiest and most common; employees are ranked in order by their judged
performance for each relevant dimension
RANK ORDER
: comparing each possible pair of employees and choosing which one of each pair is the better employee
PAIRED COMPARISONS
assume that employee performance is normally distributed, that is, that there are certain percentages of employees who are poor, average, and excellent
FORCED DISTRIBUTION (RANK AND YANK)
: makes fewer rating errors and recall more training information than do untrained raters or raters receiving information
about only job-related behaviors
FRAME-OF-REFERENCE TRAINING
all employees are reviewed at the same time rather than on the exact dates they were individually hired
FOCAL PERFORMANCE APPRAISAL
: made when rater uses only one part of a rating scale (Ex: Rate employee a 4 or 5)
DISTRIBUTION ERRORS
raters tend to rate every employee at the upper end of the scale regardless of the
actual performance of the employee
LENIENCY ERROR
results in a supervisor rating employee in the middle of the scale
CENTRAL TENDENCY ERROR
rates every employee at the low end of the scale
STRICTNESS ERROR
rates allows either a single attribute
or an overall impression of an individual to affect the ratings that she makes on each relevant job dimension
HALO ERROR
opposite of halo error
HORN ERROR
occur when a rating made on
one dimension affects the rating made on the dimension that immediately follows it on the rating scale
PROXIMITY ERROR
performance rating one person
receives can be influenced by the performance of a previously evaluated person
CONTRAST ERROR
recent behaviors are given more weight in the performance evaluation than behaviors that occurred during the first few months of the
evaluation period
RECENCY EFFECT
: managers or supervisors do not have the opportunity to observe a representative sample of employee behavior
INFREQUENT OBSERVATION
raters base their rating of an employee during one rating period on the ratings the rater
gave during a previous period.
ASSIMILATION
: to attribute others’ failure or poor performance to personal rather than situation factors
FUNDAMENTAL ATTRIBUTION ERROR
weight more than positive information
NEGATIVE INFORMATION
- private sector; in most states allows employers freedom to fire an employee without a reason - at will
- employees have the right to leave the company anytime
- EMPLOYMENT-AT-WILL DOCTRINE
Statements in employment applications and company manuals reaffirming an organization’s right to hire and fire at will.
EMPLOYMENT-AT-WILL STATEMENTS
best day to fire an employee
TUESDAY
- when the employee is terminated for refusing to commit a crime
- when employees are discharged despite employer’s promise of job security
- when employer has acted with a lack of good faith and fair dealing
- EXCEPTIONS TO THE DOCTRINE
