Lecture 4 - Training and Appraising Employees Flashcards
negligent training
occurs when an employer fails to adequately train an employee who subsequently harms a third party or is disciplined for safety infractions
task analysis
identifying the broad competencies and specific skills required to perform job-related tasks
performance analysis
verifying whether there is significant performance defiency and, if so, determining whether that defiency should be rectified through training or some other means
programmed learning
a systematic method for teaching job skills that involves presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his or her answers
apprenticeship
a situation in which the learner/apprentice studies under the tutelage of a master craftsperson, blending classroom instruction with on-the-job training (OJT)
job instruction training (JIT)
the listing of each job’s basic tasks along with key points to provide step by step training for employees
video conferencing
connecting two or more distant groups by using audiovisual equipment
vestibule or simulated training
training employees on special off-the-job equipment, as in airplane pilot training, whereby training costs and hazards can be reduced
transfer of training
application of the skills acquired during the training program into the work environment and the maintenance of these skills over time
controlled experimentation
uses both a group for which the situation is modified i.e. the group receives training, and a group for which the situation is not modified i.e. the group receives no training, to assess the impact of the modification
performance management
the process encompassing all activities related to improving employee performance, productivity, and effectiveness
performance appraisal
a formal, relatively infrequent process in which an employee’s performance is evaluated along a predetermined set of criteria that is quantified via a formal performance score
task performance
an individual’s direct contribution to his or her job-related processes
contextual performance
an individual’s indrect contribution to the organization in terms of improving the organizational, social, and psychological behaviours that contribute to organizational effectiveness, beyond those specified for the job
graphic rating scale
a scale that lists a number of traits and a range of performance for each. the employee is then rated by a score that best describes his or her level of performance for each trait
alternation ranking method
ranking employees from best to worst on a particular trait
paired comparison method
ranking employees by making a chart of all possible pairs of employees for eah trait and indicating the better employee of the pair
forced distribution method
predetermined percentages of ratees are placed in various performance categories (i.e. bell curve)
critical incident method
keeping a record of uncommonly good or undesirable examples of an employee’s work-related behaviour and reviewing the list with the employee at predetermined times
behaviourally anchored rating scale (BARS)
an appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance (i.e. rubric with number ratings and elaboration for each level up)
management by objectives (MBO)
involves setting specific measurable goals with each employee and then periodically reviewing the progress made
formal appraisal discussion
an interview in which the supervisor and employee review the appraisal and make plans to remedy defiencies and reinforce strengths
unclear performance standards
an appraisal scale that is too open to interpretation of traits and standards
halo effect
in performance appraisal, the problem that occurs when a supervisor’s rating of an employee on one trait biases the rating of that person on other traits
central tendency
a tendency to rate all employees in the middle of the scale
strictness/leniency
the problem that occurs when a supervisor has a tendency to rate all employees either really low or realy high
appraisal bias
the tendency to allow individual differences, such as age, race, and sex, to affect the appraisal ratings that these employees receive (basically, outright discrimination)
recency effect
the rating error that occurs when ratings are based on the employee’s most recent performance rather than on the performance throughout the appraisal period
similar-to-me bias
the tendency to give higher performance ratings to employees who are perceived to be similar to the rater in some way
electronic performance monitoring (EPM)
having supervisors electronically monitor the amount of computerized data and employee is processing per day and thereby his or her performance
360 degree appraisal
a performance appraisal technique that uses multiple raters including peers, employees reporting to the appraisee, supervisors, and customers
