Chapter 7: Evaluating Employee Performance Flashcards
the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development.
Performance Appraisal
first step of the performance appraisal process
Determining the reason for evaluating employee performance
the most common uses and goals for conducting performance appraisal
- Determining salary increases
- providing employee training and feedback
- Making promotion
- making termination decision
- Conducting personnel research
second step of the performance appraisal process that involves identifying the limitation and the effect of the performance appraisal method process
Identifying the environmental and cultural limitations
the third step of the performance appraisal process
determine who will evaluate
a performance appraisal system in which feedback is obtained from multiple sources such as supervisor, coworkers, peers, customers, and subordinates.
360-degree feedback or multiple source feedback
the primary use of 360-degree feedback
training and employee development
the fourth step of performance appraisal review process
selecting the best appraisal methods to accomplish your goals
ways of describing employee success
criteria
two important decisions to be made prior to developing the actual performance appraisal instrument
Decision 1: The Focus of Appraisal Decision
Decision 2. Should Dimensions be weighed
Decision 3: Use of Employee Comparison, Objective Measures, or Ratings
four types of performance dimension
Trait focus,
competency focus
skill focus
goal focus
a type of performance dimension that concentrates on employee attributes
Trait-focus performance dimension
a type of performance dimension that concentrates on employee’s knowledge, skill, and abilities
competency-focused performance dimension
a type of performance dimension that organize the similarity of tasks that are performed and is often the easier to evaluate performance than the other dimensions but is more difficult to offer suggestion for how to correct deficiency if an employee scored low on a dimension
task-focused performance appraisal
a type of performance dimension that organize the appraisal on the basis of goals to be accomplished by the employee
goal-focused performance appraisal
the effort an employee makes to get along with peers, improve the organization, and and to engage in tasks that are not necessarily an official part of the employee’s job description
contextual performance
why should dimensions be weighted?
because some dimensions are more important to an organization than others and it may reduce racial and other biases
ways to evaluate performance
- employee comparison
- ratings of performance
- objective measures
methods of performance evaluation by employee comparison
- rank order
2. forced distribution
a method of performance appraisal in which employees are ranked from best to worst
rank order
a form of ranking in which group of employees to be ranked are compared one pair at a time
paired comparison
a performance appraisal method in which a predetermined percentage of employees are placed into a number of categorical performance
forced distribution method
a way of performance evaluation that use a hard or objective criteria
objective measures
common types of objective measures
- quantity of work
- quality of work
- attendance
- safety (occupational accidents)
a type of objective criterion used to measure job performance by counting the number of relevant job behaviors that occur
quantity
a type of objective criterion used to measure job performance by comparing a job behavior with a standard
quality
a type of objective criterion used to measure job performance which is usually measured in terms of errors
quality
deviation from a standard
error
a type of response to communication overload that involves processing all information but processing some of it incorrectly
error
a way of performance evaluation in which supervisors rate how ell the employee performed on each dimension
ratings of performance
a method of performance appraisal that involves rating employee performance on an interval or ratio scale
graphic rating scale
a method of performance appraisal that use a checklist of a list of relevant behaviors, expectations, and results for each dimension
behavioral checklist
a method of performance appraisal that use a checklist of behavioral performance statements and the level at which the behavior is expected to be performed
behavioral checklist
two forms of writing behavior statements
behavior- based statements
result-focused statements
the condition in which a criterion score is affected by things other than those under the control of an employee
contamination
a method of training raters in which the rater is provided with job-related information, a chance to practice ratings, examples of ratings made by experts, and the rationale behind the expert ratings
frame of reference training
a method of performance appraisal in which the supervisor records employee behaviors that were observed on the job, and rates the employee on the basis of that record
critical incident method
formal accounts of excellent and poor employee performance that were observed by the supervisor
critical incident log
rating errors in which a supervisor will use only a certain part of a rating scale when evaluating employee performance
distribution errors
a type of rating error in which a rater consistently gives all employees high ratings, regardless of their actual performance
leniency errors
a type of rating error in which a rater consistently rates all employees in the middle of the scale, regardless of their actual performance
central tendency error
a type of rating error in which a rater consistently gives all employees low ratings, regardless of their actual performance
strictness error
a type of rating error that occurs when a rater 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 errors
a type of rating error that occurs when a rating made on one dimension affects the rating on the dimension that immediately follows it on the rating scale
proximity errors
providing employees increasing severity of punishments as needed, in order to change behavior
progressive discipline
Legal reasons for terminating employees
probationary period
violation of company rules
inability to perform
reduction in force or layoff
