Brainscape's Knowledge GenomeTM

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


See full index

Comm 211 > Chapter 8: Performance Management > Flashcards

Chapter 8: Performance Management Flashcards

1
Q

to achieve the org’s strategic objectives, individual employees need to meet their

A

individual performance goals

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

process of continuing of identifying, measuring, and developing the performance of individuals and teams and aligning performance with strategic goals of org

A

performance management

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

where orgs evaluate employee job performance over a period of time

A

performance appraisal

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

a form of legal document

A

performance appraisal

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

orgs concerned with running effective performance management system will transform org objectives into clearly _______, and _______ outcomes that define success

A

understood

measurable

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

orgs concerned with running effective performance management system will provide instruments for ______, ________ and _________ the overall health and success of the org

A

measuring
managing
improving

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

orgs concerned with running effective performance management system will provide _______ strategic partnerships between _____ and _______ management and employees

A

forward-looking
top
middle

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

sound performance management programs make clear connections between company ____ and employee _________

A

goals

objectives and work plans

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

approach to have organizational goals fall into refined goals and expectations at the unit, team, and individual levels

A

cascade approach

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

cascade approach has org goals cascade into refined goals at these 3 levels:

A

unit
team
inidvidual

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

develop unit goals to meet division goals

A

middle-level managers

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

cascading approach levels (top to bottom)

A 
organizational
division
unit
team
inidvidual
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

this approach can be time consuming to set up

A

cascade approach

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

each unit and employee clearly links their goals to the org’s objectives

A

linking up approach

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

faster, and allows for more direct line of sight between individual goals and org objectives

A

linking up approach

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

org performance measuring approach that looks at org learning and innovation, financial and customer management, and internal operations

A

balanced scorecard

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

tracks how well the HR function as a whole is meeting the org’s objectives

A

HR scorecard

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

one primary purpose for performance appraisal is to

A

guide administrative decisions

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

performance appraisals are ________ for managers to use to inform employees about performance expectations

A

communication tools

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

performance appraisals serve the purpose of providing ________ and performance improvement

A

feedback

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

performance appraisals with a _________ are useful tools for managers to use to coach employees for performance improvement

A

development focus

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

useful to guide discussions about areas of strength and weakness for the employee

A

employee development and career planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

efforts to improve _______ or the work _______ may improve systemic poor performance

A

job characteristics

envrionment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

performance appraisal systems should be (4)

A
  • job-related
  • practical
  • have standards
  • use dependable measures
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

that the appraisal evaluates critical behaviours that constitute job success

A

job-related

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

appraisal system that is understood by evaluators and employees

A

practical system

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

the benchmark against which performance is measured

A

performance standards

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

the ratings used to evaluate employee performance

A

performance measures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

when rater actually sees the performance

A

direct oberservation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

occurs when the rater can evaluate only substitutes for actual performance

A

indirect observation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

is direct or indirect observations more accurate?

A

direct

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

performance measures that are verifiable by others (usually quantitative)

A

objective performance measures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

performance measures based on opinion or perception (may be bias)

A

subjective performance measures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

HR department should use info from the _______ to develop performance criteria

A

job analysis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

HR department should collaborate with both _______ and _______ to develop performance criteria

A

management and employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

performance standards may relate to (3)

A

quality
quantity
time

37
Q

2 types of evaluation methods

A

comparative and noncomaprative

38
Q

collection of different methods that compare one person’s performance with that of a co-worker

A

comparative evaluation method

39
Q

method of evaluating employees that ranks them from best to worst

A

ranking methods

40
Q

a method of evaluating employees that requires raters to categorize employees

A

forced distribution

41
Q

2 types of comparative evaluation methods

A

ranking method

forced distribution

42
Q

appraisal methods that evaluate an employee’s performance according to preset data and not by comparing performance with that of co-workers

A

noncomparative

43
Q

5 noncomparative evaluation methods

A
  • rating scales
  • BARS
  • BOS
  • performance tests and observations
  • management by objective approach (MOA)
44
Q

requires a rater to provide a subjective evaluation of an individual’s performance

A

rating scales

45
Q

form is completed by checking the most appropriate response for each performance factor

A

rating scales

46
Q

inexpensive, raters need little training and time, but can be biased

A

rating scales

47
Q

evaluation tools that rate employees along a rating scale by means of specific behaviour examples on the scale

A

BARS

48
Q

BOS uses

A

critical incidents

49
Q

measures the frequency of the observed behaviours with scales ranging from high to low

A

BOS

50
Q

requires an employee and superior to jointly establish performance goals for the future, and then employees are evaluated on how well they have obtained these objectives

A

management by objective approach

51
Q

sometimes are too ambitious or too narrow

A

management by objective approach

52
Q

usually designs the appraisal system but barely does the actual evaluation of performance

A

HR department

53
Q

combination of self, peer, supervisor, and subordinate performance evaluation

A

360-degree performance appraisal

54
Q

better suited for employee development purposes

A

360-degree performance appraisal

55
Q

useful evaluation technique if goal of evaluation is to further self-development

A

self-appraisal

56
Q

employees evaluate the performance of their supervisors

A

direct report appraisals

57
Q

may help to identify potential leadership or management issues, and are valuable for developmental purposes

A

direct report appraisal

58
Q

provide useful source of performance feedback

A

customers

59
Q

performance review sessions that give employees feedback about their past performance or future potential

A

evaluation interviews

60
Q

3 evaluation interview approaches to providing feedback

A
  • tell-and-sell approach
  • tell-and-listen approach
  • problem-solving approach
61
Q

reviews employee’s performance and tries to convince the employee to perform better

A

tell-and-sell approach

62
Q

evaluation approach best used on new employees

A

tell-and-sell approach

63
Q

allows the employee to explain reasons, excuses, and defensive feelings about performance

A

tell-and-listen approach

64
Q

attempts to overcome defensive feelings and excuses about performance by counselling the employee on how to perform better

A

tell-and-listen approach

65
Q

identifies problems that are interfering with employee performance

A

problem-solving approach

66
Q

efforts to remove deficiencies are then made through training, coaching, or counselling

A

problem-solving approach

67
Q

a favourable opinion of employee performance in one category skews ratings across multiple categories

A

halo

68
Q

reluctance to give very poor or excellent ratings, instead placing ratings near the center of rating scale

A

central tendency

69
Q

raters are too easy in evaluating employee performance

A

leniency

70
Q

raters are too harsh in evaluating employee performance

A

strictness

71
Q

a rater’s dislikes for a person or group distorts his/her ratings

A

personal prejudice

72
Q

ratings are strongly affected by the employees’ most recent actions

A

recency effect

73
Q

raters compare employees to each other rather than to a performance standard

A

contrast errors

74
Q

effective way of giving employees struggling to meet performance standards the opportunity to succeed, while still holding them accountable for past performance

A

performance improvement plan (PIP)

75
Q

document the employee’s current performance and the areas that require improvement

A
  1. getting started (PIP)
76
Q

when developing an action plan for PIP, it should contain

A

specific goals

77
Q

should help set performance expectations and include consequences for not meeting objectives

A

PIP action plan

78
Q

should ensure that the action plan is clear, specific, unemotional and attainable within the set time frame

A

HR department

79
Q

after meeting up and changes are implemented, both ______ and ______ should sign the PIP

A

managers and employees

80
Q

managers and HR professionals use info from performance appraisals for ______ and _______ purposes

A

administrative

feedback

81
Q

HR professionals review the performance data _____ and ______ training to determine if training programs had an impact

A

before

after

82
Q

what is the critical first step to develop a performance appraisal rating form

A

job analysis

83
Q

the purpose of a job analysis is to discover info about the

A

essential job task

84
Q

get managers to compare each employee to a common set of performance standards and expectations

A

noncomparative evaluation method

85
Q

gets raters to subjectively evaluate their employees on a set of relatively broad and vague job-related performance dimensions or factors

A

Graphic rating scale (GRS)

86
Q

performance appraisal rating forms can serve as _____ when an employee makes a claim that they were unfairly fired

A

evidence

87
Q

orgs are in better legal position when performance appraisals include elements of

A

procedural justice

88
Q

refers to how employees are treated during the performance appraisal process and the info managers give to their employees about their job performance

A

interactional justice

89
Q

encourages managers to include positive info in a performance evaluation interview or feedback session

A

strength-based approach

Comm 211 (4 decks)

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