G4: Observe and document performance Flashcards
Supervisors keep a record of observed critical employee behaviors (both positive and negative).
Supervisor’s Log -
These documented incidents inform performance appraisals and rating decisions.
Performance Review Use -
occur when supervisors misuse a rating scale, skewing employee evaluations.
These errors often involve using only a limited portion of the scale:
• Example: A five-point scale misused by rating everyone a 4 or 5
DISTRIBUTION ERRORS
Rating everyone high, regardless of performance. (Imagine an “easy grader” professor.)
Leniency Error
Rating everyone average, overlooking
individual differences.
Central Tendency Error
Rating everyone low, even high performers. (Think of a “hard grader” professor.)
Strictness Error
is a cognitive bias that can distort employee evaluations. It occurs when a supervisor’s overall impression of an employee (positive or negative) influences their ratings on specific job dimensions.
halo effect
The halo effect’s seriousness is debatable, but it can lead to inaccurate appraisals.
Severity of the Halo Effect
- While impractical to rate traits entirely separately.
Mitigating the Halo Effect
- Space out ratings for different job dimensions to minimize the influence of a single impression.
Structured Rating Process
ARISE DURING PERFORMANCE
APPRAISALS WHEN A RATING ON ONE DIMENSION UNDULY INFLUENCES THE RATING ON THE IMMEDIATELY FOLLOWING DIMENSION ON THE
RATING SCALE.
PROXIMITY ERRORS
Assimilation error describes a situation where an employee’s performance rating is influenced by the previous evaluation of another employee or their own past performance.
CONTRAST ERRORS
is a cognitive bias impacts performance. It describes the tendency to give more weight to recent employee behaviors
when evaluating their overall performance for a specific period (typically 6 months to a year).
Recency effect
Employees who perform well
throughout the period but show a decline towards the end might be unfairly evaluated.
Penalizes Consistent Performers
Employees who underperform
but put in a strong effort close to the appraisal might be inaccurately rewarded.
Rewards Last-Minute Efforts
this occurs for two reasons. First, managers are often so busy with their own work that they have no time to “walk the floor” and observe their employees’ behavior.
Instead, they make inferences based on completed work or employee personality traits (Feldman, 1981).
Infrequent observation
- The final product or outcome of the employee’s work, which might not reveal the entire process or challenges faced.
Completed work
General characteristics of the employee, which might not be a reliable indicator of actual performance.
Employee personality traits
- Provide feedback, assess strengths and weaknesses, and identify areas for training.
Performance Appraisal
- Formal reviews every 6 months, informal checks throughout the year.
Frequency
- Allocate time (at least an hour each for preparation and interview), find a private location, schedule conveniently (avoid busy times).
Interview Preparation
• Focus on behavior and performance, not personality traits.
• Use a “feedback sandwich”: positive feedback, negative feedback, positive feedback.
• Be candid, specific, and behavioral.
• Acknowledge external factors that might affect performance.
Feedback
- Set mutual goals for future performance and how to achieve them. These goals should be concrete and reasonable.
Goal Setting
- Employers generally have freedom to fire employees “at will,” without needing a reason. (Think “at your will’”)
Private Sector
- Employees can typically only be fired for cause (e.g., misconduct, poor performance).
Public Sector
Employees can also quit at any time.
Reciprocity
Disclaimers in job applications or handbooks clarify at-will status (usually hold up in court).
At-will Statements
- Some states (like California) require cause for termination.
State Laws
- Firing can’t violate protected characteristics (age, race, gender, etc.) or legal rights (jury duty).
Federal/State Laws
Can’t be fired for refusing to break the law or upholding professional ethics.
Public Policy
- Override at-will if a specific employment term is stipulated.
Employment Contracts
Limit or negate at-will through collective bargaining agreements.
Union Contracts
- Verbal assurances of job security might nullify at-will.
Implied Contracts
- Employers must act fairly and in good faith when terminating.
Covenants of Good Faith
New hires are often under close scrutiny during an initial period (probation). If they fail to meet performance standards or expectations during this time, termination might occur.
Probationary Period
serious breaches of company policies or rules, like theft, violence, harassment, or insubordination, can lead to termination.
Violation of Company Rules
If an employee’s performance consistently falls below expectations despite coaching or improvement opportunities, termination might be justified.
Inability to Perform
During economic downturns or company restructuring, layoffs might be necessary. Legal requirements regarding seniority or specific criteria for layoffs might apply.
Reduction in Force (Layoff)
Understand relevant federal and state employment laws regarding protected characteristics (age, race, gender, etc.) and prohibited reasons for termination.
Know Your Laws
Ensure clear job descriptions, performance standards, and communication of expectations throughout the year.
Clear Standards & Communication
Provide a clear mechanism for employees to appeal ratings they believe are unfair or inaccurate.
Appeal Process
Conduct exit interviews with departing employees to understand their
perspectives and identify potential appraisal biases
Exit Interviews
Train supervisors on conducting fair and legal performance appraisals, including avoiding bias and discrimination.
Training for Managers
- Consult with legal counsel if any concerns arise regarding the legality or fairness of an appraisal.
Legal Counsel
