exam 2 topic 8 Flashcards
Performance Management
Process managers use to ensure that employee activities and outputs align with organizational goals
Performance Appraisal
}Employee development (i.e., developmental)
§Suggest areas for improvement
§Determine training needs
}Administrative decisions (i.e., administrative)
§Link pay to performance
§Make staffing decisions
Strategic Congruence
performance management system elicits performance congruent with organizational strategy, goals, and culture
Reliability
To be useful, performance measures must be consistent, dependable, and stable; three key types:
interrater reliability
Consistency in employee’s performance ratings across two (or more) different raters
Internal consistency reliability
–Consistency across responses to items on a measure (i.e., positively correlated items)
Test-retest reliability
Consistency in ratings across time and different measurement occasions
Validity
Extent to which a measure assesses all relevant (and only relevant) aspects of performance
Contamination
Irrelevant aspects included
Deficiency
Relevant aspects omitted
Acceptability
Extent to which employees perceive performance measure to be acceptable (i.e. justice dimensions)
Specificity
Extent to which performance measure specifically inform about expectations and how to meet them
Methods of Performance Appraisal
comparative, attributes, behavior, results, quality
Comparative approach
Rate employees’ performance relative to one another
Attribute approach
Assess whether employees show certain characteristics
Behavioral approach
Assess observable behaviors of employees on the job
Results
Assess bottom-line performance (i.e., outcomes, outputs)
Quality
Evaluates performance using a larger systems-approach
Sources of Performance Appraisal
Sources
- Supervisors
- Peers
- Subordinates
- Self
- Customers
- Vendors
rating errors that can influence performance ratings
similar-to-me effect, strictness, central tendency, leniency, contrast effects, halo effect, horns effect
Similar to me
people who are similar in race, gender, background etc… receive higher ratings than those who are not
Contrast
ratings influenced by comparison btwn individuals instead of an obj. standard
Leniency
gives high ratings to all employees regardless of performance
Strictness
gives low ratings to all employees regardless of performance
Central Tendency
gives average ratings to all employees regardless of performance
Halo
gives high ratings on all aspects of performance bc of an overall positive impression
Horns
gives low ratings on all aspects of performance bc of an overall negative impression
raters can use to improve subjective performance appraisals
Rater error training , Rater accuracy training, Calibration meetings
Rater error training
Make raters aware of the common rating errors and help them develop strategies to minimize them
Rater accuracy training
Inform raters of meaning of performance dimensions
Calibration meetings
Formal meeting to ensure performance is evaluated consistently across managers
Ways to improve performance feedback
§ Give feedback frequently—not just once a year
§ Create right context for discussion
§ Ask employees to rate performance before session
§ Have ongoing, collaborative conversations
§ Recognize effective performance through praise
§ Focus on solving problems
§ Focus feedback on behavior or results, not on person
§ Minimize criticism
§ Agree to specific goals and set progress review date
Withstand legal scrutiny
§ Conduct valid job analysis related to performance
§ Base system on specific behaviors or results
§ Train raters to use system correctly
§ Review performance ratings and allow for employee appeal
§ Provide guidance/support for poor performers
§ Use multiple raters
§ Document performance evaluations
