EXAM 2: Chapter 7 - Employee Performance Flashcards
Appraisal Systems - effectiveness and legal issues
Are job-related and based on a job/work analysis Have a system in place to evaluate process Are properly administered Formal Standardized Not too complicated Provide specific feedback Focus on behaviors rather than traits Ratings are documented Use appropriate raters Raters are trained Multiple, diverse, unbiased raters are used
Seven steps in performance appraisal
Step 1: Determine Purpose of Appraisal Step 2: Determine who will Evaluate Performance Step 3: Select Appraisal Methods Step 4: Train Raters Step 5: Observe and Document Performance Step 6: Evaluate Performance Step 7: Communicate Appraisal results to Employees
Purposes for performance appraisal
Feedback and training Personnel decisions Raises Placement Promotions Termination decisions Research
Who evaluates performance, peer assessments, self-assessments
Upper management Direct supervisor Peers Subordinates Support staff Customers/the public Vendors Self
Employee comparison methods – paired comparisons, forced distributions, objective measures
Rank Order Paired Comparison Forced Distribution Objective Measures: Quantity of work Quality of work Attendance Absenteeism Tardiness Time theft Safety
Rating Performance: graphic rating scale, behavior-based methods
Graphic Rating Scales Behavior-Based Methods Behavioral checklists Behaviorally anchored rating scales (BARS) Behavioral observation scales (BOS) Behavioral expectation scales (BES) Forced choice scales
Training Raters, rater errors, frame of reference, person perception
Rater Error Frame-of-Reference
Observing and documenting performance, why document
Forces supervisor to look for behaviors Aids in recall during evaluation Provides examples to use when reviewing performance Provides concrete data to support personnel decisions
Rater Motivation
Concept that refers to organizationally induced pressures that compel raters to evaluate ratees positively
Evaluating performance – Rating errors
Common Rating Errors: Halo – invalid or valid Range Restriction leniency strictness central tendency Location Errors proximity contrast
Communicating results, feedback objectives, properties of feedback
Employee input prior to the meeting High level of employee participation Helpful supervisor attitude Focus on behaviors rather than traits Identification of solutions to problems Mutual setting of specific goals Consistent application of standards Rater is familiar with the employee’s work
Effective Performance Appraisal Review Interviews, factors in employee acceptance
review and discuss appraisal. Interview has two objectives: first is to review major job responsibilities and how well employee has met them. Second is future planning and identifying goals. Employee more likely to accept if supervisor is convincing and engaged.
Evaluating performance - Sources of Contamination
Shift Geographic area Supervisor Peers Equipment Incentives Training Season/time of year
Evaluating performance - Low Rater Reliability
Raters often don’t agree Why? Common rating errors Different standards and comparisons Observation of different behaviors
Rating Issues
Evaluation Frequency semi-annual annual more frequent during probation? Formal v. informal
