Chapter 8: Performance Management Flashcards
to achieve the org’s strategic objectives, individual employees need to meet their
individual performance goals
process of continuing of identifying, measuring, and developing the performance of individuals and teams and aligning performance with strategic goals of org
performance management
where orgs evaluate employee job performance over a period of time
performance appraisal
a form of legal document
performance appraisal
orgs concerned with running effective performance management system will transform org objectives into clearly _______, and _______ outcomes that define success
understood
measurable
orgs concerned with running effective performance management system will provide instruments for ______, ________ and _________ the overall health and success of the org
measuring
managing
improving
orgs concerned with running effective performance management system will provide _______ strategic partnerships between _____ and _______ management and employees
forward-looking
top
middle
sound performance management programs make clear connections between company ____ and employee _________
goals
objectives and work plans
approach to have organizational goals fall into refined goals and expectations at the unit, team, and individual levels
cascade approach
cascade approach has org goals cascade into refined goals at these 3 levels:
unit
team
inidvidual
develop unit goals to meet division goals
middle-level managers
cascading approach levels (top to bottom)
organizational division unit team inidvidual
this approach can be time consuming to set up
cascade approach
each unit and employee clearly links their goals to the org’s objectives
linking up approach
faster, and allows for more direct line of sight between individual goals and org objectives
linking up approach
org performance measuring approach that looks at org learning and innovation, financial and customer management, and internal operations
balanced scorecard
tracks how well the HR function as a whole is meeting the org’s objectives
HR scorecard
one primary purpose for performance appraisal is to
guide administrative decisions
performance appraisals are ________ for managers to use to inform employees about performance expectations
communication tools
performance appraisals serve the purpose of providing ________ and performance improvement
feedback
performance appraisals with a _________ are useful tools for managers to use to coach employees for performance improvement
development focus
useful to guide discussions about areas of strength and weakness for the employee
employee development and career planning
efforts to improve _______ or the work _______ may improve systemic poor performance
job characteristics
envrionment
performance appraisal systems should be (4)
- job-related
- practical
- have standards
- use dependable measures
that the appraisal evaluates critical behaviours that constitute job success
job-related
appraisal system that is understood by evaluators and employees
practical system
the benchmark against which performance is measured
performance standards
the ratings used to evaluate employee performance
performance measures
when rater actually sees the performance
direct oberservation
occurs when the rater can evaluate only substitutes for actual performance
indirect observation
is direct or indirect observations more accurate?
direct
performance measures that are verifiable by others (usually quantitative)
objective performance measures
performance measures based on opinion or perception (may be bias)
subjective performance measures
HR department should use info from the _______ to develop performance criteria
job analysis
HR department should collaborate with both _______ and _______ to develop performance criteria
management and employees
performance standards may relate to (3)
quality
quantity
time
2 types of evaluation methods
comparative and noncomaprative
collection of different methods that compare one person’s performance with that of a co-worker
comparative evaluation method
method of evaluating employees that ranks them from best to worst
ranking methods
a method of evaluating employees that requires raters to categorize employees
forced distribution
2 types of comparative evaluation methods
ranking method
forced distribution
appraisal methods that evaluate an employee’s performance according to preset data and not by comparing performance with that of co-workers
noncomparative
5 noncomparative evaluation methods
- rating scales
- BARS
- BOS
- performance tests and observations
- management by objective approach (MOA)
requires a rater to provide a subjective evaluation of an individual’s performance
rating scales
form is completed by checking the most appropriate response for each performance factor
rating scales
inexpensive, raters need little training and time, but can be biased
rating scales
evaluation tools that rate employees along a rating scale by means of specific behaviour examples on the scale
BARS
BOS uses
critical incidents
measures the frequency of the observed behaviours with scales ranging from high to low
BOS
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
management by objective approach
sometimes are too ambitious or too narrow
management by objective approach
usually designs the appraisal system but barely does the actual evaluation of performance
HR department
combination of self, peer, supervisor, and subordinate performance evaluation
360-degree performance appraisal
better suited for employee development purposes
360-degree performance appraisal
useful evaluation technique if goal of evaluation is to further self-development
self-appraisal
employees evaluate the performance of their supervisors
direct report appraisals
may help to identify potential leadership or management issues, and are valuable for developmental purposes
direct report appraisal
provide useful source of performance feedback
customers
performance review sessions that give employees feedback about their past performance or future potential
evaluation interviews
3 evaluation interview approaches to providing feedback
- tell-and-sell approach
- tell-and-listen approach
- problem-solving approach
reviews employee’s performance and tries to convince the employee to perform better
tell-and-sell approach
evaluation approach best used on new employees
tell-and-sell approach
allows the employee to explain reasons, excuses, and defensive feelings about performance
tell-and-listen approach
attempts to overcome defensive feelings and excuses about performance by counselling the employee on how to perform better
tell-and-listen approach
identifies problems that are interfering with employee performance
problem-solving approach
efforts to remove deficiencies are then made through training, coaching, or counselling
problem-solving approach
a favourable opinion of employee performance in one category skews ratings across multiple categories
halo
reluctance to give very poor or excellent ratings, instead placing ratings near the center of rating scale
central tendency
raters are too easy in evaluating employee performance
leniency
raters are too harsh in evaluating employee performance
strictness
a rater’s dislikes for a person or group distorts his/her ratings
personal prejudice
ratings are strongly affected by the employees’ most recent actions
recency effect
raters compare employees to each other rather than to a performance standard
contrast errors
effective way of giving employees struggling to meet performance standards the opportunity to succeed, while still holding them accountable for past performance
performance improvement plan (PIP)
document the employee’s current performance and the areas that require improvement
- getting started (PIP)
when developing an action plan for PIP, it should contain
specific goals
should help set performance expectations and include consequences for not meeting objectives
PIP action plan
should ensure that the action plan is clear, specific, unemotional and attainable within the set time frame
HR department
after meeting up and changes are implemented, both ______ and ______ should sign the PIP
managers and employees
managers and HR professionals use info from performance appraisals for ______ and _______ purposes
administrative
feedback
HR professionals review the performance data _____ and ______ training to determine if training programs had an impact
before
after
what is the critical first step to develop a performance appraisal rating form
job analysis
the purpose of a job analysis is to discover info about the
essential job task
get managers to compare each employee to a common set of performance standards and expectations
noncomparative evaluation method
gets raters to subjectively evaluate their employees on a set of relatively broad and vague job-related performance dimensions or factors
Graphic rating scale (GRS)
performance appraisal rating forms can serve as _____ when an employee makes a claim that they were unfairly fired
evidence
orgs are in better legal position when performance appraisals include elements of
procedural justice
refers to how employees are treated during the performance appraisal process and the info managers give to their employees about their job performance
interactional justice
encourages managers to include positive info in a performance evaluation interview or feedback session
strength-based approach
