Performance Flashcards
The total expected value to the organization of discrete behavioral episodes that an individual carries out over a standard period of time
Job performance
Behaviors under the control of the individual that contribute to organizational outcomes
Job performance
Are outcomes of behavior considered performance?
No because they are not necessarily under individual control
Behaviors that contribute to the production of goods and services
Task performance
Behavior that contributes to the social and psychological environment of the organization
Citizenship
Behavior that actively damages the organization
Counterproductive
Three types of performance
Task performance
Citizenship
Counterproductive
The process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals
Performance management
The three parts of performance management
Specify those aspects of performance that are relevant to the organization (based on job analysis)
Measure/evaluate performance (performance appraisal)
Provide performance feedback
Three purposes of performance management
Strategic Purpose
Administrative Purpose
Developmental Purpose
effective performance management helps the organization achieve its business objectives
Strategic Purpose
refers to the ways in which organizations use the system to provide information for day-to-day decisions about salary, benefits, and recognition programs
Administrative Purpose
serves as a basis for developing employees’ knowledge and skills
Developmental Purpose
The extent to which a measurement tool actually measures what it is intended to measure
Validity
Performance measure is deficient to the extent that
it does not measure all the important aspects
performance measure is contaminated to the extend that
some of what it measures is irrelevant
Describes the consistency of the results that the performance measure will deliver
Reliability
consistency of results when more than one person measures performance
Inter-rater Reliabililty
consistency of the results over time
test-retest reliability
correlation between performance measures at different points of time
temporal consistency
the extend to which the true value of a measure remains constant over time
Stability
_____ should specifically tell employees what is expected and how they can meet those expectations
Performance appraisals
Three ways we measure performance
Objective Data
Personnel Data
Judgmental/Subjective Measures
Look at the actual, quantifiable results of work
Objective Data
Ask people about others’ performance
Judgmental/Subjective Measures
Performance Appraisal method that requires the rater to compare on individuals performance with that of the other
Comparative Approach
Managers must rank employees in their group from highest performer to the poorest performer
Simple ranking
While easy to use, comparison based appraisals (4)
Provide little information for feedback
Difficult to interpret
Hurt morale
Vulnerable to legal attacks
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
Attribute Approach
lists traits and provides a rating scale for each trait
Graphic Rating Scale
uses several statements describing each trait
Mixed-Standard Scale
Employees receive feedback about what they do well and poorly and how they are helping the organization achieve its goals
behavioral approach
This begins by defining which behaviors are associated with success on the job, identified in the job analysis
Behavioral Approach
Based on managers’ records of specific examples of the employee acting in ways that are either effective or ineffective
Critical-incident method
Rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance
Behaviorally Anchored Rating Scale (BARS)
Uses all behaviors necessary for effective performance to rate performance at a task
Behavioral Observation Scale (BOS)
Focuses on measuring the objective, measurable results of a job
Results Approach
Meet and set goals based on org goals, and see if goals are met
Management by objectives
Practical problems with results approach (2)
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)
4 Performancce Measurement Approaches
Comparative, Attribute, Behavioral, Results
Performance measurement that combines information from the employee’s managers, peers, subordinates, self, customers
360-Degree Performance Appraisals
People tend to remember the first things on a list
First impressions
Primacy effects
People tend to remember the last things on a list
People reconstruct their memories for events based on what’s happened lately
Recency Effects
People notice differences across candidates.
Individuals are invariably compared to others
Contrast Effects
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”
Similariity-attraction
Raters often let their opinion of one quality color their opinion of others. Can lead to an overly favorable or unfavorable rating
Halo/Horns error
The rater tends to use only one part of a rating scale
Distributional errors
Three distributional errors
Leniency
Strictness
Central Tendancy
The reviewer rates everyone near the top
Leniency
The rater favors lower rankings
Strictness
The rater puts everyone near the middle of the scale
Central Tendency
Instances when intentional errors occur as individuals will (or attempt to) distort an evaluation to advance their personal goals
Political Behaviors
Political behaviors are most likely to occur when (5)
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
This is important so that individuals know what they are doing well and what areas they may need to improve
Feedback
What portion of feedback has a negative effect on performancce
1/3
