Evaluating Employee Performance

Question 1

Step 1: Determine the Reason for Evaluating Employee Performance
Step 2: Identify Environmental and Cultural Limitations
Step 3: Determine Who Will Evaluate Performance
Step 4: Select the Best Appraisal Methods to Accomplish Your Goals
Step 5: Train Raters
Step 6: Observe and Document Performance
Step 7: Evaluate Performance
Step 8: Communicate Appraisal Results to Employees
Step 9: Terminate Employees

Answer 1

Evaluating Employee Performance

Question 2

Evaluating Employee Performance

1. Providing Employee Training and Feedback - right and wrong, performance appraisal review, strengths and weaknesses
2. Determining Salary Increases
3. Making Promotion Decisions - training-needs analysis
4. Making Termination Decisions - terminate employee if not successful
5. Conducting Personnel Research - validation

Answer 2

Step 1: Determine the Reason for Evaluating Employee Performance

Question 3

Evaluating Employee Performance

For example, if supervisors are highly overworked, an elaborate, time-consuming performance appraisal system will not be successful. In an environment in which there is no money available for merit pay, developing a numerically complex system will become frustrating, and the results of the evaluation may not be taken seriously. In an environment in which employees are very cohesive, the use of peer ratings might reduce the cohesiveness.

Answer 3

Step 2: Identify Environmental and Cultural Limitations

Question 4

Evaluating Employee Performance

Traditionally, employee performance has been evaluated solely by supervisors.

The buzzwords for using multiple sources to appraise performance are 360-degree feedback and multiple-source feedback.

Sources of relevant information about employee performance include supervisors, peers, subordinates, customers, and self-appraisal.

Answer 4

Step 3: Determine Who Will Evaluate Performance

Question 5

Evaluating Employee Performance

Subordinate feedback (also called _____ feedback) is an important component of 360-degree feedback, as subordinates can provide a very different view about a supervisor’s behavior.

Answer 5

upward

Question 6

Evaluating Employee Performance

Criteria are ways of describing employee success. For example, it might be decided that attendance, quality of work, and safety are the three most important criteria for a successful employee.

That is, how can we measure the criteria (attendance, quality, and safety)? Prior to developing the actual performance appraisal instrument, two important decisions must be made: the focus of the performance appraisal dimensions and whether to use rankings or ratings.

Answer 6

Step 4: Select the Best Appraisal Methods to Accomplish Your Goals

Question 7

Evaluating Employee Performance

Frame-of-reference training provides raters with job-related information, practice in rating, and examples of ratings made by experts as well as the rationale behind those expert ratings.

Answer 7

Step 5: Train Raters

Question 8

Evaluating Employee Performance

Critical incidents are examples of excellent and poor employee performance.

Answer 8

Step 6: Observe and Document Performance

Question 9

Evaluating Employee Performance

A more formal method for using critical incidents in evaluating performance was developed by Flanagan and Burns for use by General Motors. Called the _____ Record, this method consists of a two-color form. Half of the sheet is used to record examples of good behaviors, and the other half to record examples of poor behaviors

Answer 9

Employee Performance

Question 10

Evaluating Employee Performance

1. Obtaining and Reviewing Objective Data
2. Reading Critical-Incident Logs
3. Completing the Rating Form
4. Low Reliability across Raters
5. Sampling Problems
6. Cognitive Processing of Observed Behavior

Answer 10

Step 7: Evaluate Performance

Question 11

Evaluating Employee Performance

Perhaps the most important use of performance-evaluation data is to provide feedback to the employee and assess her strengths and weaknesses so that further training can be implemented.

Answer 11

Step 8: Communicate Appraisal Results to Employees

Question 12

Evaluating Employee Performance

This process is often referred to as the “_____,” in which the negative feedback is sandwiched between positive feedback. Liberal use of positive feedback not only helps employees accept the negative feedback, but also helps supervisors who tend to avoid providing negative feedback in an effort to reduce the chance of interpersonal conflict.

Answer 12

feedback sandwich

Question 13

Evaluating Employee Performance

Step 9

Answer 13

Terminate Employees

Question 13

Evaluating Employee Performance

Step 9

Answer 13

Terminate Employees

Question 14

To reduce the rating problems associated with graphic rating scales, Smith and Kendall developed behaviorally _____ rating scales (BARS). BARS use critical incidents (samples of behavior) to formally provide meaning to the numbers on a rating scale

Answer 14

anchored

Question 15

One problem with BARS is that supervisors often do not use the anchors when rating employees. Instead, they choose a point on the scale and then quickly glance to see which anchor is associated with the number. Because of this tendency, BARS do not often reduce leniency in ratings.

To overcome this problem, _____ rating scales have been developed. These scales use critical incidents and relevant job behaviors, as do BARS, but the scale points are hidden.

Answer 15

forced-choice

Question 16

To overcome some of the problems of forced-choice scales, Blanz and Ghiselli developed _____ scales. _____ scales are developed by having employees rate job behaviors and critical incidents on the extent to which they represent various levels of job performance. For each job dimension, a behavior or incident is chosen that represents excellent performance, average performance, and poor performance.

Answer 16

Mixed-standard

Question 17

_____, developed by Latham and Wexley, are a more sophisticated method for measuring the frequency of desired behaviors. Even though _____ have no psychometric advantages over BARS, they are simpler to construct and easier to use.

BOS also provide high levels of feedback and are better than simple rating scales at motivating employees to change their behavior.

The greatest advantage to _____ is that a supervisor can show employees the specific behaviors that they currently do correctly and the specific behaviors that they should do to receive higher performance evaluations.

Answer 17

Behavioral observation scales (BOS)