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I/O PSYCHOLOGY > CHAPTER 7 > Flashcards

CHAPTER 7 Flashcards

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1
Q

which supervisors rate the frequency of observed behaviors

A

BEHAVIORAL OBSERVATION SCALES (BOS)

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2
Q

: involves placement of benchmark
behaviors next to each point on a graphic rating scale

A

BEHAVIORALLY ANCHORED RATING
SCALES (BARS)

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3
Q

: a supervisor is given several behaviors and is forced to choose which of them is most typical of the employee

A

FORCED-CHOICE RATING SCALES

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4
Q

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.

A

MIXED-STANDARD SCALE

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5
Q

promotion of employees until they reach their highest level of incompetence

A
  • PETER PRINCIPLE
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6
Q

: is an excellent time to meet with employees to discuss their strengths and weaknesses

A

PERFORMANCE APPRAISAL REVIEW

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7
Q

feedback is obtained from multiple sources

A

360-DEGREE FEEDBACK

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8
Q

strategy in which an employee receives feedback from sources (Ex: clients, subordinates, peers) other than just his/her
supervisor

A

MULTIPLE-SOURCE FEEDBACK

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9
Q

Telling employees what they are doing incorrectly in order to improve their
performance of a task.

A

NEGATIVE FEEDBACK

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10
Q

: most common type of performance appraisal is the supervisor rating

A

SUPERVISORS

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11
Q

The overall image that a supervisor has of an employee.

A

PROTOTYPE

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12
Q

: ability of supervisor to have adequate direct control over and supervision of employees under him

A

SPAN OF CONTROL

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13
Q

: often see the factual behavior; usually come from employees who work directly with an employee

A

PEERS

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14
Q

important component of 360-degree feedback as subordinate can provide a very
different view about a supervisor’s behavior

A

SUBORDINATES (SUBORDINATE FEEDBACK/
UPWARD FEEDBACK)

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15
Q

: by filing complaints or complimenting
a manager about one of her employees

A

CUSTOMERS

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16
Q

: current customers who have
been enlisted by a company to periodically evaluate the service they receive

A

SECRET SHOPPERS

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17
Q

: allowing an employee to evaluate her own behavior and performance is a technique used by only a small percentage of organizations ; most biased

A

SELF-APPRAISAL

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18
Q

concentrates on such employee
attributes as dependability, honesty, and courtesy

A

TRAIT-FOCUSED PERFORMANCE
DIMENSIONS

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19
Q

concentrate on the employee’s knowledge, skills, and abilities

A

COMPETENCY-FOCUSED PERFORMANCE
DIMENSIONS

20
Q

organized by the similarity of tasks that
are performed

A

TASK-FOCUSED PERFORMANCE
DIMENSIONS

21
Q

: organize the appraisal on the basis of
goals to be accomplished by the employee

A

GOAL-FOCUSED PERFORMANCE
DIMENSIONS

22
Q

a philosophy of management that rates performance on the basis of employee achievement of goals set by mutual
agreements between employee and manager

A

MANAGEMENT BY OBJECTIVES (MBO)

23
Q

: 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

A

CONTEXTUAL PERFORMANCE

24
Q

employees can be compared with one another instead of being rated individually on a scale

A

EMPLOYEE COMPARISONS

25
Q

easiest and most common; employees are ranked in order by their judged
performance for each relevant dimension

A

RANK ORDER

26
Q

: comparing each possible pair of employees and choosing which one of each pair is the better employee

A

PAIRED COMPARISONS

27
Q

assume that employee performance is normally distributed, that is, that there are certain percentages of employees who are poor, average, and excellent

A

FORCED DISTRIBUTION (RANK AND YANK)

28
Q

: makes fewer rating errors and recall more training information than do untrained raters or raters receiving information
about only job-related behaviors

A

FRAME-OF-REFERENCE TRAINING

29
Q

all employees are reviewed at the same time rather than on the exact dates they were individually hired

A

FOCAL PERFORMANCE APPRAISAL

30
Q

: made when rater uses only one part of a rating scale (Ex: Rate employee a 4 or 5)

A

DISTRIBUTION ERRORS

31
Q

raters tend to rate every employee at the upper end of the scale regardless of the
actual performance of the employee

A

LENIENCY ERROR

32
Q

results in a supervisor rating employee in the middle of the scale

A

CENTRAL TENDENCY ERROR

33
Q

rates every employee at the low end of the scale

A

STRICTNESS ERROR

34
Q

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

A

HALO ERROR

35
Q

opposite of halo error

A

HORN ERROR

36
Q

occur when a rating made on
one dimension affects the rating made on the dimension that immediately follows it on the rating scale

A

PROXIMITY ERROR

37
Q

performance rating one person
receives can be influenced by the performance of a previously evaluated person

A

CONTRAST ERROR

38
Q

recent behaviors are given more weight in the performance evaluation than behaviors that occurred during the first few months of the
evaluation period

A

RECENCY EFFECT

39
Q

: managers or supervisors do not have the opportunity to observe a representative sample of employee behavior

A

INFREQUENT OBSERVATION

40
Q

raters base their rating of an employee during one rating period on the ratings the rater
gave during a previous period.

A

ASSIMILATION

41
Q

: to attribute others’ failure or poor performance to personal rather than situation factors

A

FUNDAMENTAL ATTRIBUTION ERROR

42
Q

weight more than positive information

A

NEGATIVE INFORMATION

43
Q
  • 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
A
  • EMPLOYMENT-AT-WILL DOCTRINE
44
Q

Statements in employment applications and company manuals reaffirming an organization’s right to hire and fire at will.

A

EMPLOYMENT-AT-WILL STATEMENTS

45
Q

best day to fire an employee

A

TUESDAY

46
Q
  • 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
A
  • EXCEPTIONS TO THE DOCTRINE

I/O PSYCHOLOGY (8 decks)

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