Finals Exam Flashcards
Performance Evaluation Stage 2:
Stage 2: Identify environmental & cultural limitations
They see results
Supervisor
They see actual behavior
Peers
They see managerial and leadership skill
Subordinates
May complain or compliment
Customers
Behavioral Checklist
Submits reports on time
Gives additional advice to clients
Asses the productivity reports
Analyzes and decides the graphic reports from the note
Types of OJT
Modeling
Job - Rotation
Apprentice training
Through coaching
Gives feedback/information for the organization and employees for better performance, increase of production and profit.
Performance Evaluation - importance
Determine goals and the appropriate performance techniques to be used.
Performance Evaluation - purpose
Determining skills to improve
Training
Determining the job worth
Determining salary increase
Care should be taken to ensure the employees are evaluated well on the job dimension
Before promoting someone
2 Factors determining job worth
responsibility and education
Performance Evaluation Stage 3
Stage 3: Determine who will evaluate PA
Performance Evaluation Stage 4
Stage 4: Select the best appraisal method
Helps discover the factors that could affect the systems and performance appraisal
identifying cultural limitations
Allows an employee to evaluate his/her own behavior and performance
Self-appraisal
Two decisions before selecting an appraisal method
dimension and the use of ranking or rating
An important factor to consider before developing a training program. The trainer has to know its demographics and other characteristics before conducting training
Audience
A systematic transfer of knowledge, skills and attitude
Training
It is considered the training material of the trainees. The trainees usually bring it with them at work after the seminar
Handouts
A type of training analysis which requires one to study the capability of the company to organize and execute the seminar.
Organizational training
A type of training analysis that identifies the possible employees that could attend the seminar training.
Personalized training
A type of method being used during person analysis and requires the supervisor to score, check, and study the employee’s previous performances.
Evaluation/Feedback
This aspect drives the person to work properly
Motivation
This is a type of person-motivational trait that seeks friendship and close relationship within the company.
Socially Influenced
This intervention is usually given by the company to increase or improve the level of self-esteem of a person.
Workshop
It is the way of doing things in the company
Organizational Culture
A type of person being changed that usually accepts but needs additional motivations
Receptive changers
How a person feels about himself on the basis of the expectations of others.
Socially Influenced self-esteem
It states that individual will perform as well or as poorly as he expects to perform
Galatea Effect
The inner drive to be number one in the sales force
Intrinsic Motivation
Employers who are motivated to do a job because they can influence and control others.
Employees with strong need for power
Employees who are positive for change
Change agent
Employees who are against change
Change resisters
Employees who need motivation for change
Change reluctant
Over-all feeling about oneself
Chronic self-esteem
Ways to increase self-esteem
Workshop
Technique
Responsibility of supervisors
Step 7:
Evaluate Performance
For proof/evidence
Documentation
Employee are ranked in order by their judged performance for each relevant dimension.
Comparison
These are constructed by taking the task statements from a detailed job description and converting them into behavioral performance statements
Behavioral Checklist
Importance of behavioral checklist
Frequency of desired results
Evaluation of performance appraisal method
Feedback
Fariness
Step 6:
Observe and document performance
meetings that do not contribute to productivity
Meeting cow practices
these are unnecessary work deadlines
speed cow practices
Employees reaction stages
Denial Analysis Acceptance Adjust Internalization
Step 8:
Communicate Appraisal results to employees
Step 9:
Termination Employees
The process of improving organizational performance by making organization wide, rather than individual changes
Organizational Development
These are practices in the organization that has been existing for a long time
sacred cow practices
These are unnecessary paper work like forms or reports that cost organization money to prepare, distribute and read.
Paper cow practices
Is the strength of the feeling of responsibility that an employee has towards the mission of the organization
Organizational Commitment
Affection for one’s job
Affective Commitment
Fear of Loss
Continuance Commitment
Sense of obligation to stay
Normative Commitment
