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HRM > Chapter - 7 Performance Management > Flashcards

Chapter - 7 Performance Management Flashcards

1
Q

Voluntary Turnover

A

Turnover initiated by employees (often whom the company would prefer to keep).

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2
Q

Involuntary turnover

A

Turnover initiated by the organization (often among people who would prefer to stay).

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3
Q

What is the Progression of Withdrawal?

A

The theory that dissatisfied individuals enact a set of behaviours in succession to avoid their work situation.

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4
Q

What are the causes of job dissatisfaction?

A 
- Personal disposition
•Tasks and roles	
 •	Supervisors and
co-workers
 •	Pay and benefits
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5
Q

What are the manifestations of job withdrawal?

A 
- Behaviour
change 
•Physical job
withdrawal
 • Psychological
job withdrawal
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6
Q

What is behaviour change?

A

Behaviour change is an employees attempt to alter the conditions of their environment that generate dissatisfaction. ex. Issues with a manager could cause an employee to consult upper management for policy changes.

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7
Q

What is physical job withdrawal?

A

The attempt a dissatisfied worker may take to remove themselves from the workplace, such as a requested transfer or absenteeism.

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8
Q

What is psychological job withdrawal?

A

The removal of focus from an employees life at work. Although they are physically present, their mind is somewhere else until they find something new.

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9
Q

What is performance management?

A

the means through which managers ensure that employees’ activities and outputs are congruent with the organization’s goals.

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10
Q

What are the five performance measures?

A
  1. strategic congruence
  2. validity
  3. reliability
  4. acceptability
  5. specificity
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11
Q

What is criterion deficiency?

A

refers to the failure of assessing one or more aspects of a criterion domain that is a part of a conceptual criterion in a job performance appraisal.

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12
Q

What is criterion contamination?

A

A criterion measure being influenced by something other than the performance related to the construct. Contamination is also often defined as the failure of an actual criterion measure to overlap with the ideal or the ultimate criterion measure.

ex. performance discrepancies (in dollars sold) among insurance agents may arise not from any actual differences in ability but rather from socioeconomic differences in territories assigned to the salespeople.

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13
Q

What are the different approaches to performance management?`

A
  1. Comparative
  2. Attributive
  3. behavioural
  4. Results
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14
Q

What is the comparative approach?

A
  • the comparative approach requires the rater to compare individual’s performance to that of others
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15
Q

What is the Attributive approach?

A
  • extent to which the person possesses attributes that contribute to job/organizational success
  • typically rated on a graphic scale.
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16
Q

What is the behavioural approach?

A
  • behavioural approach - attempts to define the behaviours an employee must exhibit to be effective in the job
17
Q

What is the results approach?

A
  • the focus is on what is accomplished / produced. Measurable, objective results of one’s work.
  • Management by objectives: goals/targets are the performance standard.
    ex. $$ sales, units sold
18
Q

Guidelines for improving performance feedback

A
  1. frequent feedback (not once a year)
  2. choose a neutral and private venue to discuss
  3. encourage subordinate response to evaluation, and hear their side of the story
  4. praise good performance; discuss poor performance.
  5. take problem solving approach
    - minimize criticism
    - diagnose cause; address barriers
  6. focus on feedback on behaviour or results, not person
  7. agree on specific goals and follow up.
19
Q

What are the 6 types of feedback?

A
  • Managers (most frequently)
  • Peers (useful in jobs with great autonomy)
  • Subordinates (upward feedback)
  • self
  • customers
  • multisource or 360 degree feedback
20
Q

What are the three types of discipline?

A

Preventive, corrective, progressive

21
Q

Progressive discipline

A
  • stronger penalties for repeated offences
  • written reprimand
  • stronger penalties
  • goal is to provide opportunity for corrective action
  • but, serious misconduct= termination
22
Q

What is just cause?

A

a legal term meaning an employer has a justifiable (and legally defensible) reason for terminating an employee without reasonable notice or payment in lieu of notice.

23
Q

General reasons for just cause:

A

serious misconduct- there is clear and established evidence the employee is guilty of dishonesty, theft or assault, or sexual harassment

incompetence (or habitual neglect of duty) - in spite of clearly communicated reasonable job requirements. and where performance problems have been communicated to the employee and assistance offered.

conflict of interest - while at work the employee engages in activities that conflict with, compromise, or compete with the employer’s business or interests

willful disobedience - an employee willfully challenges or disobeys a managers clearly provided instructions.

24
Q

What is wrongful dismissal?

A

an allegation against a former employer by a terminated employee that wrongful termination of the employment contract has occurred due to failure to provide just cause.

  • without just cause, reasonable notice, or compensation in lieu of notice
25
Q

what is constructive dismissal?

A

a unilateral and fundamental change to a material term or condition of employment.

this is done by:
lowering pay
demotions
forced relocation
IF AGREED TO NEW CHANGES, IT IS NOT CONSTRUCTIVE DISMISSAL
26
Q

What is performance?

A

observable behaviour that contributes to the accomplishment of an orgs goal.

27
Q

What are the purposes of strategic management?

A
  1. strategic purpose: ensure that employee is aligned with orgs goals
  2. Administrative: using performance management to make organizational decisions.
  3. developmental: using performance management to provide performance feedback
28
Q

What are behaviourally anchored rating scales (BARS)?

A
  • designed to define performance dimensions by developing anchors associated with each job.
    goal: increase standardization of employee assessment.

Limitations:

Critical incidents: difficult to assess each employee

BARS: very subjective, prone to bias

29
Q

What is the wallace effect?

A

when the employer acts in bad faith.

Named after the case “Wallace vs United Grain Growers”

  • jack wallace was hired and promised job security until retirement
  • he was a good performer for years, and then abruptly terminated after another good performance review.
30
Q

What are wallace damages?

A

damages awarded to employees who were terminated by an employer who acted callously, vindictively, or maliciously

31
Q

What is the performance management process?

A
  1. Define orgs’ performance goals
  2. Develop employees goals and behaviours to achieve outcomes
  3. Provide ongoing support and feedback
  4. Evaluate performance
  5. Identify improvements needed
  6. Provide consequences (positive or negative) for performance

HRM (5 decks)

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