Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Industrial Organizational Psychology > Chapter 7: Evaluating Employee Performance (Reversed) > Flashcards

Chapter 7: Evaluating Employee Performance (Reversed) Flashcards

You may prefer our related Brainscape-certified flashcards:
AP® Psychology flashcards Psychology 101 flashcards GRE® Psychology flashcards
1
Q

the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development.

A

Performance Appraisal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

first step of the performance appraisal process

A

first step of the performance appraisal process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

the most common uses and goals for conducting performance appraisal

A
  1. Determining salary increases
  2. providing employee training and feedback
  3. Making promotion
  4. making termination decision
  5. Conducting personnel research
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

second step of the performance appraisal process that involves identifying the limitation and the effect of the performance appraisal method process

A

Identifying the environmental and cultural limitations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

second step of the performance appraisal process that involves identifying the limitation and the effect of the performance appraisal method process

A

Identifying the environmental and cultural limitations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

the third step of the performance appraisal process

A

determine who will evaluate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

a performance appraisal system in which feedback is obtained from multiple sources such as supervisor, coworkers, peers, customers, and subordinates.

A

360-degree feedback or multiple source feedback

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

360-degree feedback or multiple source feedback

A

training and employee development

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

the fourth step of performance appraisal review process

A

selecting the best appraisal methods to accomplish your goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

ways of describing employee success

A

criteria

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

two important decisions to be made prior to developing the actual performance appraisal instrument

A

Decision 1: The Focus of Appraisal Decision
Decision 2. Should Dimensions be weighed
Decision 3: Use of Employee Comparison, Objective Measures, or Ratings

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

four types of performance dimension

A

Trait focus,
competency focus
skill focus
goal focus

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

a type of performance dimension that concentrates on employee attributes

A

Trait-focus performance dimension

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

a type of performance dimension that concentrates on employee’s knowledge, skill, and abilities

A

competency-focused performance dimension

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

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

A

task-focused performance appraisal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

a type of performance dimension that organize the appraisal on the basis of goals to be accomplished by the employee

A

goal-focused performance appraisal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

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

A

contextual performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

why should dimensions be weighted?

A

because some dimensions are more important to an organization than others and it may reduce racial and other biases

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

ways to evaluate performance

A
  1. employee comparison
  2. ratings of performance
  3. objective measures
20
Q

methods of performance evaluation by employee comparison

A
  1. rank order

2. forced distribution

21
Q

a method of performance appraisal in which employees are ranked from best to worst

A

rank order

22
Q

a form of ranking in which group of employees to be ranked are compared one pair at a time

A

paired comparison

23
Q

a performance appraisal method in which a predetermined percentage of employees are placed into a number of categorical performance

A

forced distribution method

24
Q

a way of performance evaluation that use a hard or objective criteria

A

objective measures

25
Q

common types of objective measures

A
  1. quantity of work
  2. quality of work
  3. attendance
  4. safety (occupational accidents)
26
Q

a type of objective criterion used to measure job performance by counting the number of relevant job behaviors that occur

A

quantity

27
Q

a type of objective criterion used to measure job performance by comparing a job behavior with a standard

A

quality

28
Q

a type of objective criterion used to measure job performance which is usually measured in terms of errors

A

a type of objective criterion used to measure job performance which is usually measured in terms of errors

29
Q

deviation from a standard

A

error

30
Q

a type of response to communication overload that involves processing all information but processing some of it incorrectly

A

error

31
Q

a way of performance evaluation in which supervisors rate how ell the employee performed on each dimension

A

ratings of performance

32
Q

a method of performance appraisal that involves rating employee performance on an interval or ratio scale

A

graphic rating scale

33
Q

a method of performance appraisal that use a checklist of a list of relevant behaviors, expectations, and results for each dimension

A

behavioral checklist

34
Q

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

A

behavioral checklist

35
Q

two forms of writing behavior statements

A

behavior- based statements

result-focused statements

36
Q

the condition in which a criterion score is affected by things other than those under the control of an employee

A

contamination

37
Q

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

A

frame of reference training

38
Q

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

A

critical incident method

39
Q

formal accounts of excellent and poor employee performance that were observed by the supervisor

A

critical incident log

40
Q

rating errors in which a supervisor will use only a certain part of a rating scale when evaluating employee performance

A

distribution errors

41
Q

a type of rating error in which a rater consistently gives all employees high ratings, regardless of their actual performance

A

leniency errors

42
Q

a type of rating error in which a rater consistently rates all employees in the middle of the scale, regardless of their actual performance

A

central tendency error

43
Q

a type of rating error in which a rater consistently gives all employees low ratings, regardless of their actual performance

A

strictness error

44
Q

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

A

halo errors

45
Q

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

A

proximity errors

46
Q

providing employees increasing severity of punishments as needed, in order to change behavior

A

progressive discipline

47
Q

Legal reasons for terminating employees

A

probationary period
violation of company rules
inability to perform
reduction in force or layoff

Industrial Organizational Psychology (25 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions