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HR Final > Performance Appraisal > Flashcards

Performance Appraisal Flashcards

1
Q

Performance Appraisal

A

Ongoing, systematic evaluation of how well an individual is carrying out their responsibilities
Typically includes assessment of individual’s need for future development

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2
Q

Key Points of Strong Performance Appraisal System

A

Ongoing
Systematic
Evaluation
Development

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3
Q

Ongoing

A

Often annually

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4
Q

Systematic

A

Logical assessment, closely tied to attributes of the job

DO JOB ANALYSIS

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5
Q

Evaluation

A

Judgement of goodness or badness

Must have comparability so that personnel decisions can be accurately made

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6
Q

Development

A

Areas for improvement in present job

Potential for future jobs

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7
Q

Guidelines for Performance Appraisal

A

Use objective performance measures with clear standards
Provide raters with written instructions and training
Better when raters are diverse
Have review of the ratings

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8
Q

4 Types of Performance Appraisal

A

Written Essays
Rating Systems
Ranking Systems
Appraisal by Objectives and Standards (MBO)

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9
Q

Narrative Essays

A

Rater, usually manager, writes essay for each employee

Modern versions include keeping a diary for each employee

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10
Q

Advantages of Essays

A

Detailed and rich
Tailored to individual employee
When used in diary form, seen as especially fair

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11
Q

Disadvantages of Essays

A

Time consuming
Writers often focus on extreme examples
Unstandardized, making comparison difficult
Quality depends on author’s writing ability

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12
Q

Common Rating Scales

A

Graphic Rating Scales (GRS)
Checklists and Forced Choice
Behaviorally-Based (BARS & BOS)

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13
Q

Graphic Rating Scales (GRS)

A

List of attributes associated with the job
Rater provides numerical rating from high to low
Forms often include comment section

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14
Q

Common GRS Dimensions

A 
Productivity 
Quality of Work
Dependability 
Adherence to Values
Contribution to the Effectiveness of Others
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15
Q

Advantages of GRS

A

Easy to Use
Quick & Efficient
Standardized factors can cover many jobs
Numerical ratings allow for calculations and comparisons

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16
Q

Disadvantages of GRS

A 
Vague definitions of factors 
Subjective interpretations 
No objective/factual basis for definition 
Often not closely related to job
Prone to various rating errors 
Courts are often skeptical
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17
Q

Checklists

A

Obtain behavioral incidents

Rater indicates whether or not they occured

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18
Q

2 Types of Checklists

A 
Conventional Checklist (Sometimes weighted)
Forced Choice (Always weighted)
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19
Q

Advantages of Checklists

A

Not vague
Greater objectivity and clear definitions
Evaluator more of a recorder than a judge
Very job specific

20
Q

Disadvantages of Checklists

A

Takes time and money to develop
Some items seem similar and difficult to interpret
If rater doesn’t know weights, they can feel dis-empowered
Evidence of incremental validity is lacking

21
Q

Behaviorally Based Ratings Scales

A

Behaviorally Anchored Scales (BARS)

Behavioral Observation Scales (BOS)

22
Q

Behaviorally Anchored Scales

A

Indicate specific behaviors employee would be expected to do

23
Q

Behavioral Observatoin Scales

A

Indicate specific behaviors employee has or has not been observed doing

24
Q

5 Steps of Developing BARS

A

Collect Critical Incidents (Job Analysis)
SMEs Cluster CIs into 5-10 Performance Dimensions
Different SMEs Re-assign CI dimensions - Keep CIs with 50-80% Agreement
Scale CIs to relative effectiveness
Retain CIs that have been successfully retranslated and meet scaling requirement

25
Q

Advantages of BARS/BOS

A

IDs specific behaviors - job-based
More objective and less vague
Provides easier communication with employee
Some say more valid, evidence does not support this

26
Q

Disadvantages of BARS/BOS

A

Expensive/Time-Consuming to Develop
Development requires technical expertise
No evidence of enhanced validity

27
Q

Multi-source Feedback

A

Peers, subordinates, and even customers rate employee in addition to supervisor

28
Q

Findings for 3 Sources of Multi-source Feedback

A

Peers and Supervisors tend to agree when measurement error is considered
Each should have unique information, but there should be some agreement
Self-ratings agree less because they’re so lenient

29
Q

2 Reasons to do 360 Degree Feedback

A

Limit to Development

Use for Administration

30
Q

Why Limit 360 Degree Feedback to Development?

A

Quality of ratings suffer when they are used for real-life decisions
Supervisor/Subordinate ratings have higher validity than peer ratings
Self-ratings are lenient

31
Q

Why Use 360 Degree Feedback for Administration?

A

Averaging ratings, even poor ones, may improve validity

360s provide multiple perspectives for important decisions

32
Q

What’s a compromise between using 360s for development or administration?

A

Limit to development for few years, then use for administration

33
Q

360 Degree Feedback Strains on Other HR Systems

A

Conduct work oriented job analysis that specifies necessary behaviors for success
Train everyone to provide feedback
People are most likely to accept negative feedback if there is follow-up training and support

34
Q

2 Types of Ranking Systems

A

Formal Ranking

Rank & Yank (Forced Distribution)

35
Q

2 Types of Formal Ranking

A

Alternation Ranking

Paired Comparison

36
Q

Alternation Ranking

A

Rater looks at entire team and ranks members from very best to very worst, then second best to second worst, and so on

37
Q

Paired Comparison

A

Rater looks at each possible pair and decides who’s best. Subordinates ranked by number of “wins”

38
Q

Advantages of one formal ranking system over other

A

Alternation - Faster

Paired Comparison - Better Validation Evidence

39
Q

Rank and Yank

A 
Forcing ratings to conform to a certain distribution/profile
Ex:
20% outstanding
70% average
10% nonperformers
40
Q

Rank and Yank pro and con

A

Some evidence of benefits

Undermines teamwork and creates pernicious politics - generally discouraged

41
Q

Advantages of Ranking Systems

A

Inexpensive
Easy to Use
Eliminates certain types of error
Requires little training

42
Q

Disadvantages of Ranking Systems

A

Often no objective criteria for ranking
Only an overall score
Hard on morale
Difficult to compare across departments or jobs
Forces distribution that’s usually unrealistic

43
Q

Appraisal by Objectives and Standards

A

Supervisor and Subordinate meet to set goals

Subordinate evaluated on completion of those goals

44
Q

Steps to Effective MBO

A

Hold initial performance planning meeting
Collaboratively set SMART goals
Provide ongoing performance communication
Hold second meeting for performance review
Provide feedback gauged to goals

45
Q

Advantages of MBO

A

Links employee goals to team/org. goals
Reduces likelihood of disagreement
More likely to put manager and employee on same side
Possibly most legally defensible approach to appraisal

46
Q

Disadvantages of MBO

A

Takes more time than other systems
Requires both parties to develop skills in goal writing
May require more paperwork
May be misused/used superficially
Difficult to compare across employees and job

47
Q

Tools for Performance Problems

A

Coaching
Progressive Discipline
Employee Assistance Programs

HR Final (8 decks)

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