Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

HR Test 2 > Performance > Flashcards

Performance Flashcards

1
Q

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

A

Job performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

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

A

Job performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Are outcomes of behavior considered performance?

A

No because they are not necessarily under individual control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Behaviors that contribute to the production of goods and services

A

Task performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

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

A

Citizenship

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Behavior that actively damages the organization

A

Counterproductive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Three types of performance

A

Task performance
Citizenship
Counterproductive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

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

A

Performance management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

The three parts of performance management

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Three purposes of performance management

A

Strategic Purpose
Administrative Purpose
Developmental Purpose

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

effective performance management helps the organization achieve its business objectives

A

Strategic Purpose

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

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

A

Administrative Purpose

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

serves as a basis for developing employees’ knowledge and skills

A

Developmental Purpose

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

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

A

Validity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Performance measure is deficient to the extent that

A

it does not measure all the important aspects

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

performance measure is contaminated to the extend that

A

some of what it measures is irrelevant

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

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

A

Reliability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

consistency of results when more than one person measures performance

A

Inter-rater Reliabililty

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

consistency of the results over time

A

test-retest reliability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

correlation between performance measures at different points of time

A

temporal consistency

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

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

A

Stability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

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

A

Performance appraisals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Three ways we measure performance

A

Objective Data
Personnel Data
Judgmental/Subjective Measures

24
Q

Look at the actual, quantifiable results of work

A

Objective Data

25
Q

Ask people about others’ performance

A

Judgmental/Subjective Measures

26
Q

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

A

Comparative Approach

27
Q

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

A

Simple ranking

28
Q

While easy to use, comparison based appraisals (4)

A

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

29
Q

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

A

Attribute Approach

30
Q

lists traits and provides a rating scale for each trait

A

Graphic Rating Scale

31
Q

uses several statements describing each trait

A

Mixed-Standard Scale

32
Q

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

A

behavioral approach

33
Q

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

A

Behavioral Approach

34
Q

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

A

Critical-incident method

35
Q

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

A

Behaviorally Anchored Rating Scale (BARS)

36
Q

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

A

Behavioral Observation Scale (BOS)

37
Q

Focuses on measuring the objective, measurable results of a job

A

Results Approach

38
Q

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

A

Management by objectives

39
Q

Practical problems with results approach (2)

A

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)

40
Q

4 Performancce Measurement Approaches

A

Comparative, Attribute, Behavioral, Results

41
Q

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

A

360-Degree Performance Appraisals

42
Q

People tend to remember the first things on a list

First impressions

A

Primacy effects

43
Q

People tend to remember the last things on a list

People reconstruct their memories for events based on what’s happened lately

A

Recency Effects

44
Q

People notice differences across candidates.

Individuals are invariably compared to others

A

Contrast Effects

45
Q

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”

A

Similariity-attraction

46
Q

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

A

Halo/Horns error

47
Q

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

A

Distributional errors

48
Q

Three distributional errors

A

Leniency
Strictness
Central Tendancy

49
Q

The reviewer rates everyone near the top

A

Leniency

50
Q

The rater favors lower rankings

A

Strictness

51
Q

The rater puts everyone near the middle of the scale

A

Central Tendency

52
Q

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

A

Political Behaviors

53
Q

Political behaviors are most likely to occur when (5)

A

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

54
Q

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

A

Feedback

55
Q

What portion of feedback has a negative effect on performancce

A

1/3

HR Test 2 (4 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions