Lesson 5 Flashcards
A meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal.
PERFORMANCE APPRAISAL REVIEW
THE REASON FOR EVALUATING EMPLOYEE PERFORMANCE
• Determining Salary Increase
• Making Promotion Decisions
• Making Termination Decisions
• Conducting Organizational Research
WHO WILL EVALUATE PERFORMANCE
• Supervisor
• Peers Behavior
• Subordinates
• Customers
• Self-appraisal
A performance appraisal system in which feedback is obtained from multiple sources such as supervisors, subordinates and peers.
360-DEGREE FEEDBACK
Performance appraisal strategy in which an employee receives feedback from sources.
MULTIPLE-SOURCE FEEDBACK
The effort employees make to get along with their peers, improve the organization, and “go the extra mile”
CONTEXTUAL PERFORMANCE
A method performance appraisal in which employees are ranked from best to worst.
RANK ORDER
A form of ranking in which a group of employees to be ranked are compared one pair at a time.
PAIRED COMPARISON
A performance appraisal method in which a predetermined percentage of employees are placed into a number of performance categories.
FORCED DISTRIBUTION METHOD
OBJECTIVE MEASURES
• Quantity of Work
• Quality of Work
• Attendance
• Safety
A method of performance appraisal that involves rating employee performance on an interval or ratio scale
GRAPHIC RATING SCALE
The condition in which a criterion score is affected by things other than those under the control of the employee.
CONTAMINATION
A method of performance appraisal involving the placement of benchmark behaviors next to each point on a graphic rating scale.
BEHAVIORALLY ANCHORED RATING SCALE
A method of training raters in which the rater is provided with job-related information, a chance to practice
FRAME-OF-REFERENCE TRAINING
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.
CRITICAL INCIDENTS
standardized use of the critical incident technique developed at General Motors.
EMPLOYEE PERFORMANCE RECORD
Rating errors in which a rater will use only a certain part of rating scale when evaluating employee performance.
DISTRIBUTION ERROR
A type of rating error in which a rater consistently gives all employees high ratings, regardless of their actual levels of performance.
LENIENCY ERROR
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.
CENTRAL TENDENCY ERROR
type of rating error in which a rater consistently gives all employees low ratings, regardless of their actual levels of performance.
STRICTNESS ERROR
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.
HALO ERROR
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.
PROXIMITY ERROR
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.
CONTRAST ERROR
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.
ASSIMILATION
The tendency for supervisors to recall and place more weight on recent behaviors when they evaluate performance.
RECENCY EFFECT
The idea that supervisors do not see most of an employee’s behavior.
INFREQUENT OBSERVATION
Cognitive Processing of Observed Behavior
- OBSERVATION OF BEHAVIOR
- EMOTIONAL STATE
- RACIAL BIAS
Legal Reasons for Terminating Employees
• Probationary Period
• Violation of Company Rules
• Inability to Perform
• Reduction in Force (Layoff)
