Performance Management Flashcards
The process of maintaining and improving employee job performance.
Performance management
Organizational values and goals > Performance management standards > Employee performance/behaviors > Measurement and feedback > Business results and employee growth
Performance Management System
The expectations of management translated into two key elements that employees can deliver: Behaviors and Results.
Performance standards
What the organization wants the employees to do
Behaviors
What the organization wants the employees to produce or deliver
Results
How well the work is performed and/or how accurate or how effective the final product is.
Quality
How much work is produced.
Quantity
How quickly, when, or by what date the work is produced.
Timeliness
Dollar savings to the organization or working within a budget.
Cost-effectiveness
The typical method of measuring employees’ adherence to performance standards and providing feedback
performance appraisal
The least complex means of appraising performance, in category rating methods the appraiser marks an employee’s level of performance on a designated form.
Category rating methods
The appraiser checks the appropriate place on the scale for each task listed.
Graphic scale
The appraiser is given a list of statements or words and checks the items on the list that describe the characteristics and performance of the employee.
Checklist
This is a variation on the checklist method. The appraiser is required to check two of four statements: one that the employee is most like and one that the employee is least like.
Forced choice
The appraiser directly compares the performance of each employee with that of the others.
Comparative methods
The appraiser lists all employees from highest to lowest.
Ranking
Each of the employees is paired with every other employee and compared, one at a time, using the same scale of performance.
Paired-comparison
Employees are rate and placed at different percentage points along a bell-shaped curve
Forced distribution
The appraiser submits written narrative performance appraisals.
Narrative methods
The appraiser writes a short essay describing the performance of each employee during the rating period.
Essay
A record of employee actions is kept in addition to actual ratings.
Critical incidents
The supervisor or manager and a human resource professional cooperate in this method. HR interviews the supervisor about the performance of each employee. After the interview, HR compiles comparison ratings for each employee and then submits the ratings to the supervisor for approval changes.
Field review
The employees help set objectives for themselves, defining what they intend to achieve within a specified time period. The objectives are based on overall goals and objectives for the organization.
management by objectives (MBO)
Designed to overcome the problems of category rating by describing examples of desirable and undesirable behavior.
behaviorally anchored rating scale (BARS)
This may occur when an employee is extremely competent in one are and is therefore rated high in all categories. Conversely, the other effect may occur when one weakness results in an overall low rating.
Halo/horn effect
This error occurs when an appraiser gives more weight to recent occurrences and discounts or minimizes the employee’s earlier performance during the appraisal period.
Recency
This error occurs when an appraiser gives more weight to the employee’s earlier performance and discounts or minimizes recent occurrences.
Primacy
When an appraiser’s values, beliefs, or prejudices distort ratings (either consciously or unconsciously).
Bias
Appraiser who believe that standards are too low may inflate the standards in an effort to make the standards meaningful in their eyes.
Strictness
This error is the result of appraisers who do not want to give low scores. All employees in this case are given high scores.
Leniency
This error occurs when an appraiser rates all employees within a narrow range, regardless of differences in actual performance.
Central tendency
This error occurs when an employee’s rating is based on how his or her performance compares to that of another employee instead of an objective performance standards.
Contrast
