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HRM > Chapter 7 > Flashcards

Chapter 7 Flashcards

1
Q

A performance management system is more than a review, what is it ?

A

An overall approach to get the maximum contribution for every indivudual

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2
Q

Management system by defenition ?

A

An integreted set of management practices

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3
Q

What management practices are essentials for management system? There are 6 of them.

A
  1. Setting and communicating clear performance expectations for all work and all jobs
  2. Ensuring clear and specific performance objectives
  3. Providing supportive and helpful coaching
  4. Focusing on accomplishment of objectives
  5. Recognize and celebrate performance
  6. Creating action plan
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4
Q

What HRM process are included ? There are 4 of them

A

Promotion, Transfer, Compensation and Layoff Decision

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5
Q

Purpose of managing performance? (4)

A
  1. Compensation, salary and bonuses
  2. Administrative, promotion, transfer, layoff, paper trail for documenting HRM decision, succession planning
  3. Measurement of Performance, determine accomplishment goals, influence employee behaviors, improve organizational performance
  4. Developmental, feedback (strength and weaknesses), elimination of potential problems, training needs
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6
Q

Why performance management systems ca fail ? (10)

A
  1. Not well defined and my not encourage outcomes
  2. Objectives are not prioritized
  3. Complex process not connected to the company strategy
  4. System is not aligned with business performance
  5. The system is not adapted as needs changes
  6. The system focuses on blame rather than helping employees
  7. The system has competing and different purpose
  8. not enough time is spent on planning and communicating
  9. The focus is on annual rather than ongoing feedback
  10. The system does not help employees develop skills and abilities
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7
Q

Well reading further performance systems can fail for other reasons: (4) ( managers’ point of view)

A
  1. Managers feel that there are no benefits attached to this process ( don’t want to waste energy)
  2. Managers dislike face-to-face discussion
  3. Managers are not sufficiently adept on setting goals, coaching or providing support
  4. The judgmental role can conflict with the development of employees
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8
Q

What are employees concerns about performance management systems?

A

The system can be unfair
It may not be accurate
Managers can be biases
Organizational politics

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9
Q

How to include performance management system in day-to-day?

A

Sitting 1 h a day to meet with employees ( 3-4 per day) a couple times a week

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10
Q

What is a SMART goal?

A 
Specific
Measurable 
Actions oriented 
Realistic
Time Framed
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11
Q

What are the steps in a performance management system

A
  • Clarifying the work to be done
  • Setting clear goals and establishing a performance plan
  • Regular and Frequent coaching
  • conducting Formal review of performance
  • Recognizing and Rewarding employees
  • Creating and action plan
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12
Q

What cost does coaching avoid?

A

Excessive training cost

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13
Q

Are performance management ethical?

A

It can not be if we see it on the side that it encourage employees to make sells under pressure

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14
Q

What is the difference between an mentor and a coach

A

A coach gives instruction and a mentor is someone you refer to

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15
Q

What are some non-monetary ways of being rewarded

A

Being considered for a promotion
being given the opportunity to work on a special project
Being praised by the supervisor
Praised in the business journal

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16
Q

How does the systems must be?

A

Reliable, fair and valid

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17
Q

What criteria systems must have to comply with the law? (6)

A
  1. Must be job related
  2. Employees must have a written copy of it
  3. Managers must be able to observe the behavior they are assessing
  4. Mangers must be trained to understand their role ( Setting goals, provide coaching and write review reports)
  5. Review should be openly discussed ( no information must be hidden from the employees)
  6. Appeal procedure should be established to allow employees to express disagreement from the evaluation system
18
Q

Who can provide feedback ?

A
  1. Manager or Supervisor
  2. Self- Review
  3. Subordinate Review
  4. Peer- Review ( usually more accurate than review from superior, but could be biaised because of jalousy for example)
  5. Team Review
  6. Customer Input
19
Q

How is called the technique grouping all of these together?

A

The 360- Degree Review

20
Q

What is the difference with tradition appraisal methods

A

Provide more information

21
Q

Pros of 360-Degree Feedback

A

Climate of feedback fosters individual growth
Input is kept confidential
Based upon organizational goals and values
Provides behavioral observation from several sources
Allow employees to see how others see them
Different perspective to be compared
Asses performance of organization as a whole
Help employee development given different perspective

22
Q

Cons of 360-Degree Feedback

A

Complex system
Employee are not sufficiently trained to use it effectively
Employee are biased
Does not align organizational culture
Employee can have negative feelings
Feedback may no be honest
Information may not be interpreted consistently from time to another

23
Q

What are the different types of review methods?

A

Trait
Behavioral
Result

24
Q

What is trait method?

A

An approach to performance review that measure the extend to which an employee possesses certain characteristics ( initiative, leadership, creativity…)

25
Q

What is graphic rating scale?

A

A trait approach to performance review whereby each employee is rated according to a scale of characteristic

26
Q

What is a behavioral method?

A

Developed to determine which actions should or should not be exhibited on the job

27
Q

What is BARS?

A

Behaviorally anchored rating scale
A behavioral approach to performance review that consist of a series of vertical scales, one for each important dimension of job performance

28
Q

What are result methods?

A

Looking at result or inputs ( sales volumes for example which is a productivity measure, must be related to business outcome)

29
Q

What is management by objective?

A

Focused on employee establishing objectives that they must reached somehow

30
Q

What is a balances scorecard ?

A

A measurement framework that helps managers translate strategic goals into operational objectives

31
Q

Pros of trait method

A

Inexpensive
Meaningful dimensions
Easy to use

32
Q

Cons of trait method

A

High potential rating errors
Not useful for employee consulting
Not useful for rewards

33
Q

Pros of behavioral method

A

Specific dimension
Acceptable to employees
Fair
Useful to provide feedback

34
Q

Cons of behavioral method

A

Time-consuming
Costly
Potential rating errors

35
Q

Pros of result methods

A 
Less subjective biased 
Acceptable to employee and superiors
Link to organizational performance
Encourage goal setting
Good or rewards and promotion
36
Q

Cons of result method

A

Encourage short-time perspective
Time consuming
May use contaminated data
May use deficient criteria

37
Q

What are certain recent trends? (6)

A
  1. Change the minset
  2. Re-examining components of feedback
  3. Better aligning performance management system
  4. Confirm strategic importance of managing performance
  5. Putting more emphasis on performance management as an ongoing process
  6. Using analytical tools
38
Q

What are the steps when conducting a formal performance interview? (10)

A
  1. Ask for self-assessment
  2. Invite participation
  3. Express appreciation
  4. Minimize criticism
  5. Change the behaviour not the person
  6. Focus on solving problems
  7. Be supportive
  8. Establish goals
  9. Follow up day to day
  10. Meeting setup
39
Q

What are the sources of ineffective performance? (4 categories + examples)

A 
1. Organizational policies and practice
ineffective placement
insufficient job training
inadequate communication
2. Job Concerns 
Unclear and changing work requirements 
Problems with fellow employees 
Excessive work load
Lack of job skills
3. Personal problems 
Marital problems
Financial worries
Immaturity 
Low work ethic
4. External factor 
Industry competition
legal constraint 
Union 
Conflict between ethical and standards job demands
40
Q

Good Job your survived! what do we do next?

A

Chapter 8 wout wout

HRM (2 decks)

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