Performance Appraisal & Measurement Flashcards
Performance Measurement it is important because
Its helps to ensure that people in an organization are all working towards a common goal and to the best of their ability.
Objective Measures of Job Performance why do we like this?
We like them because they provide
objective outcome data collected
by the organizations.
- They are relevant to specific tasks.
- Easy to capture.
The Criterion Problem
It’s hard to measure performance because there aren’t clear criteria for job performance in applied research.
What is Job performance?
in organizational psychology refers to the level of effectiveness and productivity an individual demonstrates in their work role
How can performance be defined?
performance is defined as an addition of employee behaviors that have some expected value to organizations.
How should the mean be measured? 6
measuring the mean involves defining the purpose of
1. measurement,
2. developing a measurement plan,
3. creating items,
4.conducting a pilot study,
5. selecting items,
6. establishing norms, and assessing the reliability and validity of a measure.
job analysis help Match performance appraisals with organizational goals? ( ensuring )
ensuring that the tasks and skills being evaluated are directly related to the company’s objectives and key responsibilities.
What is the Purpose of the Appraisal?/5 ( FDMMC)
- Feedback and Training
Performance appraisal review - Determining Salary Increases
- Making Promotion decisions
Peter Principle - Making termination decisions
- Conducting Organizational Research
What is the Peter Principle?
the concept that people are promoted based on their performance in their current role, rather than their ability to perform in the new role.
Factors that are Negative
Overworked Supervisors
No resources available for Merit pay
Supportive Team Players
Who Will Appraise Performance?
- Upper management
- Direct supervisor
- Peers
- Subordinates
- Support staff
- Customers/the
public - Vendors
- Self
Multi-Source
Feedback/ 360 feedback( collecting input)
360-degree feedback is a modern method of evaluating performance by collecting input from various sources.
This includes:
1.Peers (colleagues at the same level)
2.Subordinates (employees who report to them)
3.Supervisors (managers or bosses)
Customers or clients (sometimes)
Selecting the
Best Appraisal Method/ Three Decisions
What should the appraisal focus on?
Should we give different importance (weight) to certain dimensions?
Should we use comparisons between employees, objective measures, or ratings?
Appraisal dimensions? 5
o Trait
o Competency
o Task
o Goal
o Contextual
Should Dimensions Be Weighted?
Some dimensions may be more
important to an organization than
others
o Administratively easier to avoid
weighting
o Perceptions of fairness
Employee Comparisons 3
Rank Order
Paired Comparison
Forced Distribution
Task Performance
The effectiveness with which an employee performs tasks related to the organization’s core functions is how well they carry out the duties in their job description.
Types of Objective
Measures. 5 ( SSHOW)
Sales numbers
Service time
Hours worked
Outcomes
Work quality
Proxy measurment 3 steps (LST)
- Lack of presence
- Safety record
- Tardiness/timekeeping
Components of
Task Performance/ 1 and 2
1.Job-specific task performance: Tasks that are essential and directly related to a person’s job role.
2.Non-job-specific task performance: Tasks that are not central to the person’s role and may fall outside their core responsibilities.
Organizational
Citizenship Behavior/ OCBs includes 4
- OCBs could include:
- helping and cooperating with
others, - general support for the
organization and its mission. - OCBs are not directly recognize
through formal reward systems. - These behaviors are desirable,
but they are not enforceable.
Three parts of OCBs
1.Personal support
- Organizational Support
3.Responsible Drive .
The Competency Approach 4 ( Clear and specific)
:
1.Clear and specific
2.Visible and measurable
3.Consistent and organized
- Tied to job success
What does a supervior need to have? 2 ( Descision- making)
Traditional Functions:
Decision-making
Directing
Delegating
Dependability:
Personal responsibility
Trustworthiness
Timeliness
Superviors Competencies
Open-mindedness:
Tolerance
Creative thinking
Resilience
Developing self and others:
Performance assessment
Development feedback
Job enrichment
The Appraisal Process(Experts)
Once Experts know what to assess in a person’s performance at work, they must:
Decide how to measure it
Survey Items and Rating Scales
supervisors just need to rate performance using specific scales.
However, these ratings can be influenced by personal biases.
Improving Rating Scales 3(TMB)
Training
Multiple raters
Behavioral Scales
Scale rating
Use the scale below to rate the performance of a colleague, subordinate, or supervisor:
Asked question
Almost Never 1 2 3 4 5 Almost Always
Why Document Performance 4 steps (FAPP)
Forces supervisor to look for behaviors
Aids in recall during evaluation
Provides examples for review
Provides data for decisions
Performance Improvement: (match)
To match employee performance with organizational goals, the process must be ongoing for improvement and development.
Evaluating Performance 3 RLF
Review objective data
Look through critical incident logs
Fill out the rating form
Raters and Concern’s/ what types of Biases?
Rater Errors /Biases
- Halo / Horn
- Central Tendency
- Similar-To-Me
- Leniency / Harshness
- Contrast
what makes Effective
Performance appraisal
Interviews 7(ASFPJCR)
Active participation
Supportive supervisor
Focus on actions
Problem-solving
Joint goal-setting
Consistent standards
Rater familiar with work
Before you do the Interview
Employee Preparation
* Give blank copy of forms to employee
* Have the employee rate themselves
- Scheduling
- Schedule at least an hour for the performance review
- Schedule the review in a private, neutral location
- Supervisor Preparation
- Review ratings and reasons for the ratings
- Determine goals for the review
What is going on During the Interview?
Quiet, private location
o Establish rapport
o Have employee discuss self-ratings
o Discuss your ratings
o Identify problems and determine solutions
o Set goals
Performance Feedback
1.Feedback should clearly show progress toward objectives.
2.It should help with development.
Characteristics of Effective Feedback/ 6 ( Specific)
On-time performance
- Frequency
- Specific
- Verifiable
- Consistency
- Privacy
Poor Performance 3 Strikes
In Canada and many organisations
in the US and UK there is a process
(3 Strikes) that needs to adhered to:
- Informal Warning
- Formal Warning
- Final Warning
More about giving good Feedback 4 ( overview )(OCTG)
Overview First, Review Second
Continuous Improvement
Trust in Employee
Guidance and Brainstorming
Inability to perform/ 2
Standard of performance
- Documented failure to meet the standard
- Progressive discipline
