Performance

Question 1

The total expected value to the organization of discrete behavioral episodes that an individual carries out over a standard period of time

Answer 1

Job performance

Question 2

Behaviors under the control of the individual that contribute to organizational outcomes

Answer 2

Job performance

Question 3

Are outcomes of behavior considered performance?

Answer 3

No because they are not necessarily under individual control

Question 4

Behaviors that contribute to the production of goods and services

Answer 4

Task performance

Question 5

Behavior that contributes to the social and psychological environment of the organization

Answer 5

Citizenship

Question 6

Behavior that actively damages the organization

Answer 6

Counterproductive

Question 7

Three types of performance

Answer 7

Task performance
Citizenship
Counterproductive

Question 8

The process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals

Answer 8

Performance management

Question 9

The three parts of performance management

Answer 9

Specify those aspects of performance that are relevant to the organization (based on job analysis)
Measure/evaluate performance (performance appraisal)
Provide performance feedback

Question 10

Three purposes of performance management

Answer 10

Strategic Purpose
Administrative Purpose
Developmental Purpose

Question 11

effective performance management helps the organization achieve its business objectives

Answer 11

Strategic Purpose

Question 12

refers to the ways in which organizations use the system to provide information for day-to-day decisions about salary, benefits, and recognition programs

Answer 12

Administrative Purpose

Question 13

serves as a basis for developing employees’ knowledge and skills

Answer 13

Developmental Purpose

Question 14

The extent to which a measurement tool actually measures what it is intended to measure

Answer 14

Validity

Question 15

Performance measure is deficient to the extent that

Answer 15

it does not measure all the important aspects

Question 16

performance measure is contaminated to the extend that

Answer 16

some of what it measures is irrelevant

Question 17

Describes the consistency of the results that the performance measure will deliver

Answer 17

Reliability

Question 18

consistency of results when more than one person measures performance

Answer 18

Inter-rater Reliabililty

Question 19

consistency of the results over time

Answer 19

test-retest reliability

Question 20

correlation between performance measures at different points of time

Answer 20

temporal consistency

Question 21

the extend to which the true value of a measure remains constant over time

Answer 21

Stability

Question 22

_____ should specifically tell employees what is expected and how they can meet those expectations

Answer 22

Performance appraisals

Question 23

Three ways we measure performance

Answer 23

Objective Data
Personnel Data
Judgmental/Subjective Measures

Question 24

Look at the actual, quantifiable results of work

Answer 24

Objective Data

Question 25

Ask people about others' performance

Answer 25

Judgmental/Subjective Measures

Question 26

Performance Appraisal method that requires the rater to compare on individuals performance with that of the other

Answer 26

Comparative Approach

Question 27

Managers must rank employees in their group from highest performer to the poorest performer

Answer 27

Simple ranking

Question 28

While easy to use, comparison based appraisals (4)

Answer 28

Provide little information for feedback Difficult to interpret Hurt morale Vulnerable to legal attacks

Question 29

This measurement assesses employees in terms of characteristic or trait believed to be desirable. Can be applied to a wide variety of jobs and organizations, however are rarely linked to organization strategy

Answer 29

Attribute Approach

Question 30

lists traits and provides a rating scale for each trait

Answer 30

Graphic Rating Scale

Question 31

uses several statements describing each trait

Answer 31

Mixed-Standard Scale

Question 32

Employees receive feedback about what they do well and poorly and how they are helping the organization achieve its goals

Answer 32

behavioral approach

Question 33

This begins by defining which behaviors are associated with success on the job, identified in the job analysis

Answer 33

Behavioral Approach

Question 34

Based on managers' records of specific examples of the employee acting in ways that are either effective or ineffective

Answer 34

Critical-incident method

Question 35

Rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance

Answer 35

Behaviorally Anchored Rating Scale (BARS)

Question 36

Uses all behaviors necessary for effective performance to rate performance at a task

Answer 36

Behavioral Observation Scale (BOS)

Question 37

Focuses on measuring the objective, measurable results of a job

Answer 37

Results Approach

Question 38

Meet and set goals based on org goals, and see if goals are met

Answer 38

Management by objectives

Question 39

Practical problems with results approach (2)

Answer 39

Output is difficult to measure for most jobs, especially managerial jobs or for collaborate work May lead to perverse incentives (computer programmers paid by the line write too much code, doctors who emphasize number of patients over quality of care)

Question 40

4 Performancce Measurement Approaches

Answer 40

Comparative, Attribute, Behavioral, Results

Question 41

Performance measurement that combines information from the employee's managers, peers, subordinates, self, customers

Answer 41

360-Degree Performance Appraisals

Question 42

People tend to remember the first things on a list | First impressions

Answer 42

Primacy effects

Question 43

People tend to remember the last things on a list | People reconstruct their memories for events based on what's happened lately

Answer 43

Recency Effects

Question 44

People notice differences across candidates. | Individuals are invariably compared to others

Answer 44

Contrast Effects

Question 45

People see others who are like themselves as more varied, unique, and individual People tend to see those who are similar to themselves as "better" on dimensions like morals and values Often termed "similar-to-me bias"

Answer 45

Similariity-attraction

Question 46

Raters often let their opinion of one quality color their opinion of others. Can lead to an overly favorable or unfavorable rating

Answer 46

Halo/Horns error

Question 47

The rater tends to use only one part of a rating scale

Answer 47

Distributional errors

Question 48

Three distributional errors

Answer 48

Leniency Strictness Central Tendancy

Question 49

The reviewer rates everyone near the top

Answer 49

Leniency

Question 50

The rater favors lower rankings

Answer 50

Strictness

Question 51

The rater puts everyone near the middle of the scale

Answer 51

Central Tendency

Question 52

Instances when intentional errors occur as individuals will (or attempt to) distort an evaluation to advance their personal goals

Answer 52

Political Behaviors

Question 53

Political behaviors are most likely to occur when (5)

Answer 53

Raters are accountable to the employee being rated The goals of the ratings are not compatible with one another Appraisal is directly linked to desirable reward Prior ratings have been distorted Errors have historically been ignored

Question 54

This is important so that individuals know what they are doing well and what areas they may need to improve

Answer 54

Feedback

Question 55

What portion of feedback has a negative effect on performancce

Answer 55

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