Chapter 8 Flashcards
Performance Management
The process of creating a work environment in which people can perform to the best of their abilities.
Performance Evaluation
The result of an annual or biannual process in which a manager evaluates an employee’s performance relative to the requirements of his or her job and uses the information to show the person where improvements are needed and why.
Calibration
The process whereby managers meet to discuss the performance of individual employees to ensure their employee evaluations are in line with one another.
Manager and/or Supervisor Evaluation
A performance evaluation done by an employee’s manager and often reviewed by a manager one level higher.
Self-Evaluation
A performance evaluation done by the employee being evaluated generally on an evaluation form completed by the employee prior to the evaluation meeting.
Subordinate Evaluation
A performance evaluation of a superior by an employee, which is more appropriate for developmental than for administrative purposes.
Peer Evaluation
A performance evaluation done by one’s fellow employees, generally on forms compiled into a single profile for use in the evaluation meeting conducted by the employee’s manager.
Team Evaluation
A performance evaluation that recognizes team accomplishment rather than individual performance.
Customer Evaluation
A performance evaluation that includes evaluation from both a firm’s external and internal customers.
360-Degree Evaluation
A performance evaluation done by different people who interact with the employee, generally on forms compiled into a single profile for use in the evaluation meeting conducted by the employees manager.
Error Of Central Tendency
A performance rating error in which all employees are rated about average.
Leniency Or Strictness Erorr
A performance rating error in which the appraiser tends to give employees either unusually high or unusually low ratings.
Forced Distribution
A performance ranking system whereby raters are required to place a certain percentage of employees into various performance categories.
Recency Error
A performance rating error in which the evaluation is based largely on the employee’s most recent behavior rather than on behavior throughout the evaluation period.
Contrast Error
A performance rating error in which an employee’s evaluation is biased either upward or downward because of comparison with another employee just previously evaluated.
Similar-To-Me Error
A performance rating error in which an appraiser inflates the evaluation of an employee because of a mutual personal connection.
Graphic Rating Scale Method
A trait approach to performance rating whereby each employee is rated according to a scale of characteristics.
Mixed-Standard Scale Method
A trait approach to performance rating similar to other scale methods but based on comparison with (better than, equal to, or worse than) a standard.
Forced-Choice Method
A trait approach to performance rating that requires the rater to choose from statements designed to distinguish between successful and unsuccessful performance.
Easy Method
A trait approach to performance rating that requires the rater to compose a statement describing employee behavior.
Critical Incident
An unusual event that denotes superior or inferior employee performance in some part of the job.
Behaviorally Anchored Rating Scale (BARS)
A behavioral approach to performance rating that consists of a series of vertical scales, one for each important dimension of job performance.
Behavior Observation Scale (BOS)
A behavioral approach to performance rating that measures the frequency of observed behavior.
Management By Objectives (MBO)
A philosophy of management that rates the performance of employees based on their achievement of goals set mutually by them and their manager.
