MGT 367 Chapter 7 Flashcards by Rachael Cohen

_____________: Outputs, productivity, customer satisfaction, profits…(employee performance)

Observable Outcomes

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______________: Team/group cohesiveness, organizational commitment, organizational image/reputation, employee well-being, job satisfaction

Intangible outcomes

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____________: Behaviors required for a job (as prescribed by job analysis)

In-role/Task behaviors

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___________: Behaviors NOT specifically required for a job but nevertheless related to organizational success such as helping coworkers, endorsing/defending the organization..

Non-task behaviors

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__________: The quality/characteristics that determine success on the job.

trait based

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___________: Ambiguous, not direct, easy to be challenged in court.

problem

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____________: Can be defined as behavior:

The specific behaviors that lead to job success.

behavior- based

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___________ : Can be defined as outcomes of values to organizations:

result based

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_________: A record of outcomes produced on specified job functions or activities during a specified time period.
But this definition is “contaminated” by situational factors

result based

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________________Performance management is the process used to identify, encourage, measure, evaluate, improve, and reward employee performance. Includes: performance appraisal, feedback, and compensation.

The Role of Performance Management & Appraisal

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_______________

Tools to manage and improve employee performance
Link to organizational goals and strategies

The Role of Performance Management & Appraisal

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The Role of Performance Management & Appraisal

Staffing
Training and Development
Compensation
Research & Program Evaluation

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___________ To determine pay for performance compensation

compensation

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__________

To determine whom to promote or retain/terminate
To validate staffing methods

staffing

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____________To determine what needs to be trained and who needs the training

training

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_____________ To assess other HRM programs or activities (e.g., training, recruiting sources, pay systems)

Research & Program Evaluation

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_____________ : Lawsuits related to staffing (e.g., promotion/layoff) can follow the disparate impact theory (the four-fifths rule)
Need to show the PA system is job-related

legal implications

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Who should have input on performance appraisal design?

Immediate supervisors
Human resource professionals
Customers (internal and external)
Those who are appraised

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What should be considered?

Measurement content (What?)
Measurement process (How?)
Rater/evaluation administrator (Who should rate performance)
Which/whom (level of performance) to rate.

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____________ : Consider the organization’s objectives and strategic plan, then define performance with one or more relevant outcome criteria or aspects of value

Designing an Appraisal System:Measurement Content

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Six primary criteria on which performance may be assessed:

Quality
Quantity
Timeliness
Cost-effectiveness
Need for supervision
Interpersonal impact/ contextual or “citizenship” performance.

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__________ : The degree to which the process or result of carrying out an activity approaches perfection, in terms of either conforming to some ideal way of performing the activity or fulﬁlling the activity’s intended purpose.

quality

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___________ : The amount produced, expressed in such terms as dollar value, number of units, or number of completed activity cycles.

quantity

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_______: The degree to which an activity is completed, or a result produced, at the earliest time desirable.

timliness

________: The degree to which the use of the organization’s resources (e.g., human, monetary, technological, material) is optimized in the sense of getting the highest gain or lowest reduction in loss.

cost effectiveness

_________: The degree to which a performer can carry out a job function without either having to request supervisory assistance or requiring supervisory intervention to prevent an adverse outcome.

need for supervision

___________: The degree to which a performer promotes feelings of self-esteem, goodwill, and cooperation among co-workers and subordinates.

Interpersonal impact/contextual performance

What are the three basic comparisons methods for raters?

Comparisons among ratees’ performance, anchors or standards, and Comparisons of individuals’ performance to anchors

___________: Comparisons Among Ratees’ Performances

rating instruments

___________ : rater compares all possible pairs of ratees on overall job performance.

paired comparisons

________ rater ranks employees on overall job performance from best to worst.

straight ranking

__________: rater is forced to place ratees in categories (best (A), moderate (B), worst (C) with a limited number allowed in each category. GE: 10%=A 80%= B 10%= C

forced distribution

______________: Comparisons Among Performance-Level Anchors

rating instruments

___________: presented raters with pairs of behavioral statements reflecting different levels of performance on the same performance dimension.

Computerized adaptive rating scales

___________: requires that rater to compare performance statements and select one (or more) as the most descriptive. -Scoring key is hidden

forced choice

________: Comparison to Performance-Level Anchors

rating instruments

__________: use adjectives or numbers (or both) as anchors to rate someone on a specific competency.

graphic rating scales

___________: graphic ratings scales with specific behavioral descriptions as anchors instead of adjectives.

Behaviorally anchored rating scales (BARS)

_________ : - all employees are rated at the high end (leniency) or low end (severity) across all performance categories. Primary reason why companies have turned to forced distribution.

leniency/ severity

_________: rater allows high (halo) or low (horns) ratings on one performance category to influence others.

halo/ horns effect

_________: the tendency to rate all or most employees towards the center of the scale (e.g. average) regardless of their level of performance.

centeral tendency

________________: tendency of observers to underestimate external factors and for actors to overestimate those same factors .

Fundamental attribution error/ actor-observer bias

______________: making judgments about someone based on their similarity to others

representitiveness

_________: mistaking how easily something may be recalled from memory for actual frequency of occurrence

availability

__________: the tendency to insufficiently alter a judgment from an initial judgment

anchoring

Frame-of-reference training helps with ___________.

overcoming unintentional errors

_____________ - Improves rater accuracy, controls - Helps reduces unintentional errors. However, there is little impact on intentional bias.

frame- of- reference training

__________ - Leniency/severity related to high “Agreeableness” and low “Conscientiousness” from the Five Factor Model. - Hidden scoring keys - Forced distribution - Cross-checks or reviews of ratings by other people - Multi-rater systems

Overcoming Intentional errors

Define who the raters are.......

- Supervisor - Peers - Clients or customers/mystery shoppers - Higher-level managers

________:ratings from supervisors, self, peers, subordinates, customers

multirater or 360 system

_______ is beneficial for greater accuracy, fewer biases, perceptions of fairness, and fewer/better legal issues

360- degree

___________is a “High Performance Work System” characteristic

360 appraisal

Define who the ratees are......

Single individual - an employee or supervisee - Work group or business unit - Division of organization - Organization wide

What are the two conditions needed to assess performance on aggregate level?

- High work group cohesiveness | - Difficult in identifying individual contributions

___________ - Used for assessing performance at aggregate levels - Comparing ratings to outside standards, such as industry standards or government standards

benchmarking

_____________ results to ratees. Feedback gives the ratee information about themselves and where they stand in their work performance.

Communication of appraisal

_______ serves an important role for both motivational and informational purposes.

feedback

________ : refers to any attempt to improve employee performance on the job; usually includes changes in the knowledge, skills, or abilities of the person, or some combination of these three.

training