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Industrial Psychology > Lesson 5 > Flashcards

Lesson 5 Flashcards

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1
Q

A meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal.

A

PERFORMANCE APPRAISAL REVIEW

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2
Q

THE REASON FOR EVALUATING EMPLOYEE PERFORMANCE

A

• Determining Salary Increase
• Making Promotion Decisions
• Making Termination Decisions
• Conducting Organizational Research

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3
Q

WHO WILL EVALUATE PERFORMANCE

A

• Supervisor
• Peers Behavior
• Subordinates
• Customers
• Self-appraisal

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4
Q

A performance appraisal system in which feedback is obtained from multiple sources such as supervisors, subordinates and peers.

A

360-DEGREE FEEDBACK

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5
Q

Performance appraisal strategy in which an employee receives feedback from sources.

A

MULTIPLE-SOURCE FEEDBACK

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6
Q

The effort employees make to get along with their peers, improve the organization, and “go the extra mile”

A

CONTEXTUAL PERFORMANCE

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7
Q

A method performance appraisal in which employees are ranked from best to worst.

A

RANK ORDER

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8
Q

A form of ranking in which a group of employees to be ranked are compared one pair at a time.

A

PAIRED COMPARISON

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9
Q

A performance appraisal method in which a predetermined percentage of employees are placed into a number of performance categories.

A

FORCED DISTRIBUTION METHOD

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10
Q

OBJECTIVE MEASURES

A

• Quantity of Work
• Quality of Work
• Attendance
• Safety

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11
Q

A method of performance appraisal that involves rating employee performance on an interval or ratio scale

A

GRAPHIC RATING SCALE

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12
Q

The condition in which a criterion score is affected by things other than those under the control of the employee.

A

CONTAMINATION

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13
Q

A method of performance appraisal involving the placement of benchmark behaviors next to each point on a graphic rating scale.

A

BEHAVIORALLY ANCHORED RATING SCALE

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14
Q

A method of training raters in which the rater is provided with job-related information, a chance to practice

A

FRAME-OF-REFERENCE TRAINING

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15
Q

A method of performance appraisal in which the supervisor records employee behaviors that were observed on the job and rates the employee on the basis of that record.

A

CRITICAL INCIDENTS

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16
Q

standardized use of the critical incident technique developed at General Motors.

A

EMPLOYEE PERFORMANCE RECORD

17
Q

Rating errors in which a rater will use only a certain part of rating scale when evaluating employee performance.

A

DISTRIBUTION ERROR

18
Q

A type of rating error in which a rater consistently gives all employees high ratings, regardless of their actual levels of performance.

A

LENIENCY ERROR

19
Q

A type of rating error in which a rater consistently rates all employees in the middle of a scale, regardless of their actual levels of performance.

A

CENTRAL TENDENCY ERROR

20
Q

type of rating error in which a rater consistently gives all employees low ratings, regardless of their actual levels of performance.

A

STRICTNESS ERROR

21
Q

type of rating error that occurs when raters allow either a single attribute or an overall impression of an individual to affect the ratings that they make on each relevant job dimension.

A

HALO ERROR

22
Q

type of rating error in which a rating made on one dimension influences the rating made on the dimension that immediately follows it on the rating scale.

A

PROXIMITY ERROR

23
Q

type of rating error in which the rating pf the performance level of one employee affects the ratings given to the next employee being rated.

A

CONTRAST ERROR

24
Q

type of rating error in which raters base their rating of an employee during one rating period on the ratings the rater gave during a previous period.

A

ASSIMILATION

25
Q

The tendency for supervisors to recall and place more weight on recent behaviors when they evaluate performance.

A

RECENCY EFFECT

26
Q

The idea that supervisors do not see most of an employee’s behavior.

A

INFREQUENT OBSERVATION

27
Q

Cognitive Processing of Observed Behavior

A
  1. OBSERVATION OF BEHAVIOR
  2. EMOTIONAL STATE
  3. RACIAL BIAS
28
Q

Legal Reasons for Terminating Employees

A

• Probationary Period
• Violation of Company Rules
• Inability to Perform
• Reduction in Force (Layoff)

Industrial Psychology (5 decks)

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