Part 4 Flashcards
Behaviorally anchored rating scales (BARS)
Use a set of behavioral statements describing good or bad performance with respect to important work qualities, including organizing abilities, adaptability, and relationship building.
Behavioral observation scales (BOS)
Measure the frequency of desired behaviors.
Personal standards bias
Categories such as below average, fair, good, and superior can mean different things to different people.
Contrast Effect Bias
This happens when an employee’s evaluation is based on a comparison with another person rather than against the set performance standards.
First impression bias
This happens when early impressions affect later evaluations.
Recency effect
occurs when recent events and performance are given a disproportionately large influence on the rating.
High potential error
Occurs when potential is confused with performance.
Halo effect
occurs when one positive factor influences assessments of other areas of behavior or performance, resulting in an inappropriately high overall performance rating.
Horns effect
Happens when one negative factor influences assessments of other areas of behavior or performance, resulting in an inappropriately low overall performance rating.
Similar-to-me bias
Occurs when high ratings are given to someone because they are perceived as being similar to the rater.
Leniency error bias
occurs when high ratings are given to all employees regardless of their performance.
Central tendency bias
Is rating all employees in the middle of the scale regardless of their performance.
Stereotyping Bias
is a belief that everyone in a group shares certain characteristics or will behave in the same way.
Opportunity bias
reflects the ignoring of factors beyond the employee’s control that influence his or her performance (either positively or negatively).
Indirect financial compensation
consists of all the tangible and financially valued rewards that are not included in direct compensation, including free meals, vacation time, and health insurance.
Nonfinancial compensation
includes employee rewards and incentives that are not financial in nature.
Extrinsic motivation
Motivation that comes from outside the individual, including performance bonuses.
Customary benefits
· Life insurance
· Disability insurance
· Health insurance
· Retirement plans
Optional benefits
· Work-life benefits
· Domestic partner benefits
· Flexible spending accounts
· Nonfinancial benefits
National Labor Relations Act of 1935 (Wagner Act)
Guarantees the right of nonmanagerial employees of firms engaged in interstate commerce to join unions and bargain collectively.
National Labor Relations Act of 1947 (Taft-Hartley Act)
amended the previous Act to clarify what are considered unfair labor practices by unions and employees to extend the previous Act’s protections.
Closed shop
Exclusively employs people who are already union members.
Agency shop
Requires nonunion workers to pay a fee to the union for its services in negotiating their contracts.
Continuance commitment
Staying with an organization because of perceived high economic and/or social costs involved with leaving.
