Chapter 8 Flashcards
Horns effect
Letting one negative factor influence assessments of other areas of behavior or performance
Multisource Assessments
Performance feedback from the employee’s supervisor as well as other sources that are familiar with an employee’s job performance
Results
The specific subgoals for each unit that will be the focus of the performance management process
Accountability
An individual is expected to provide a regular accounting to a superior about the results of what they are doing and will be held responsible for the outcome
Task Acquaintance
The amount and type of work contact an evaluator has with the person being assessed
Balanced Scorecard
A performance measurement system that translates the organization’s strategy into financial, business process, learning and growth, and customer outcomes
Continuous Performance Management
An ongoing performance appraisal process that involves the employee in evaluating his or her performance and setting performance goals and provides continuous coaching and feedback
Performance Management
Directs and motivates employees, workgroups, and business units to accomplish organizational goals by linking past performance with future needs, setting specific goals for future behavior and performance, providing feedback, and identifying and removing performance obstacles
First Impression Bias
Initial Judgements influence later assessments
Performance Plan
Describes desired goals and results, how results will be measured and weighted, and what standards will be used to evaluate results
Behaviorally Anchored Rating Scales
Use a set of behavioral statements relating to qualities important for performance
High Potential Error
Confusing Potential with Performance
Contrast effect
Over-Or-Under-Rating someone due to a comparison with someone else
Performance Improvement Plan
A tool to monitor and measure an employee’s deficient work products, processes, and/or behaviors to improve performance or modify behavior
Upward Reviews
The target employee is reviewed by one or more subordinates
Stereotype
Believing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way
Forced Ranking Effect
Employees are ranked in order of best to worst performance
Management by Objectives
The rater evaluates the target employee against mutually set goals
Work Standards
Comparing an employee’s performance to output targets that reflect different levels of performance
Similar-to-me effect
Giving high ratings to someone because she or he is perceived as being similar to the rater
Employee Development Plan
An improvement plan with the goal of making an employee’s good performance even better
Opportunity Bias
Ignoring factors beyond the employee’s control that influence his or her performance
SMART goal
`A goal that is specific, measurable, attainable, realistic, and time-bound
Sources of Performance Information
Self, supervisor, co-workers, internal and external customers, subordinates
Standards
Specify what level of results will be considered acceptable
Paired Comparison Method
Every employee in a workgroup is compared to the other group members
Central Tendency
Rating all employees in the middle of the scale regardless of performance
Progressive Discipline
Using increasingly severe measures when an employee fails to correct a deficiency after being given a reasonable opportunity to do so
Leniency Error
All employees are given high ratings regardless of performance
Recency Effect
Allowing recent events and performance to have a disproportionately large influence on the rating
Halo Effect
Letting one positive factor influence assessments of other areas of behavior or performance
Feedback
An ongoing communication part of the performance management process that is designed to reinforce employee behaviors that achieve results and to intervene to improve performance where needed
Progressive Discipline Steps
Counseling, written warning, suspension without pay, termination
