Performance Management

Question 1

Performance management

Answer 1

-aligning actions and results for a gosh
— process in which the organization maintains its improved employee boob performance : told, coaching/counseling, feedback
- practice involved helps drive. Organizational growth, sustainability

Question 2

Driving organizational alignment

Answer 2

1. Organizational values and goals.
2. Performance management standards.
3. Employee performance/behaviors.
4. Performance management.
5. Measurement and feedback.
6. Business result in employee growth.

Question 3

Performance management program
– Effective performance management involves three processes

Answer 3

– Goal setting
– performance review
– performance improvement plan (pip)

Question 4

Employee performance life cycle

Answer 4

– Talent acquisition.
– on boarding and Accuturation.
– employment and performance management
– career path and development.
– separation

Occurs at all stages of the employment, life cycle. Daily, weekly, monthly, and using multiple tools and systems

In some cases, corrective feedback is needed to change employee behaviors through discipline processes

Question 5

Effective performance management programs

Answer 5

– Performance management program, so that is five important organizational functions.
– God, human resource decisions, reward, and motivated employees, promote personal development, identify training needs, integrate, human resource functions

Question 6

Types of goals 4

Answer 6

-Performance goals. Set standard for process goals to be performed. Focus on bottom line results. Meeting performance goals on process goals achieve outcome goals.
– outcome goals. Specific and spell out the results to be achieved. Compare performances to that of others. Results can be influenced, but not controlling.
– process goals, behaviors or strategies to help perform. Increase the chance of achieving the desired goals. Set the path to an outcome goal. Set controlled results
– stretch goals. Especially challenging to reach. Used to expand the knowledge, skills and abilities of hyper potential employees. Most organizations require employees who have a stretch goal.

Question 7

SMART goals

Answer 7

– S specific
– M measurable
– a achievable
– R relevant
– T time bound

Question 8

Follow up processes

Answer 8

– Documentation. Cross reference the past goals and feedback. Document the new codes for recordkeeping and sharing with employee.
– revisions align performance reviews with business objectives and marketplace demands revisit as changes impact employee goals.
– adjustments comment and update progress towards goal. State frequency is part of the process guide guidelines.

Question 9

Performance review

Answer 9

– Continuous and timely performance and feedback process. Establishes clear and specific goals and expectations at the outside of the performance management cycle. Measures performance against performance standards. Acknowledges documented outcomes.
– an annual two way a conversation between the manager and the employee.

Question 10

Key performance review activities

Answer 10

– Performance evaluation. Reviewed progress, identify problems in planning or implementation, aims at outcomes.
-Performance assessment process of documentation, usually in measurable terms, knowledge, skills, and abilities. Pay away for the final evaluation.
– Performance appraisal. Periodic, formal review. Reactive and limited function that evaluates past performance. Last step of evaluation.

Question 11

Performance review process

Answer 11

– Planning session. Preparing the employee for meeting work expectations
– regular feedback. Providing the employee with guidance and recognition for good work.
– Tracking. Be aware of the employees progress.
– formal review. Sitting with the employee on a quarterly basis and discussing performance.
– rewards and recognition. Acknowledging or incentivizing employee for job well done.

Question 12

Performance evaluations 2

Answer 12

Objectives – determining employees aspirations, and planning and developmental needs. Allocate rewards and opportunities. Provide feedback and counseling. Should be communicated continuously.

Outcomes. Clear expectations, commitment, and mutual understanding, constructive feedback, and improved productivity. Training and developmental needs.

Question 13

Criterion problems

Answer 13

Deficiency – important performance criteria are admitted – evaluation does not represent all behavior results.
Contamination – employee performances, influenced by factors they don’t control – evaluation as a result of something other than their effort.
Over emphasis – too much focuses placed on one or two criteria – evaluation is focused on specific behavior or results

Question 14

Performance standards TWO

Answer 14

– Behavior/activities. Focus on most performance evaluations, especially for managers. Easier to measure. Personal development should focus largely on behaviors.
– outcome/results. More importantly, measuring for results. Often contaminated by outside factors such as economic condition. Best for compensating employees and other personal action.

Question 15

Benefits of regular reviews five

Answer 15

– Identify employee issues/problems.
– build rapport with employee.
– guide human resource decisions.
– reward and motivate employee.
– integrate human resource functions

Question 16

performance appraisal methods

Answer 16

Traditional methods
Modern methods.

Question 17

Traditional methods 4

Answer 17

– rating methods.
– Ranking methods.
– narrative methods.
– classification procedures

Question 18

Rating methods.
– simple markings of performance level

Answer 18

-Graphic rating scale method. Used to evaluate both performance related and personality characteristics.
– checklist method. Employee traits in the form of statements with a yes or no.
– force choice method ready-made statements about an employee that they can only respond with yes or no.

Question 19

Ranking methods.
– compare performance of employees

Answer 19

– Ranking method. Superiors rank/order employees from best to worst on merit.
– paired comparison method. Employees performances, compared with the others and then is decided whose performance is better.
– forced distribution method. It seems that employees performance conform to the normal distribution curve.

Question 20

Narrative methods.
– written, narrative, appraisals

Answer 20

– Essay method. Detailed description of an employee’s performance and working relationships.
– critical incidents method record, critical behaviors that show effective or non-effective performance.
– field review method outsider reviews the performance of an employee based on records.

Question 21

Classification procedures

Answer 21

– Possibly easiest to use.
– can be unreliable and biased unless carefully developed and closely monitored.
– categorize individuals into one of several categories

Question 22

Modern methods

Answer 22

– Management by objectives MBO
– behaviorally anchored rating scales BARS
– behavioral observation skills, BOS
– 360° appraisal
– assessment centers

Question 23

Management by objectives MBO

Answer 23

– Goal setting. Develop clear, precise organizational objectives.
– delegation. Coordinate individual goals to achieve the overall organizational objectives.
– evaluation. Take corrective actions, when needed, to achieve the plan objectives.
– feedback reviews, systematically, measure, and review performance.

Question 24

Behaviorally anchored rating skills BARS

Answer 24

High 7 – finds the fire when no one else can.
6– correctly assesses best point of entry for fighting fire.
5– uses type of smokers in indicator of type of fire.
Average 4– understands basic hydraulics.
3– cannot tell the type of fire by observing the color of the flame
2 – cannot identify location of fire.
Low 1 – will not change firefighting strategy in spite of flashback in other science static accelerant are present

Question 25

Other appraisal methods

Answer 25

– 360° appraisal. Feedback on employee behavior and performance is gathered from multiple sources. Subordinate, peers, superiors, external context. Supervisor manager, complies summary for review with employee.
– assessment center. Evaluate an employee’s potential and performance for advanced and into management. Series of activities that usually occur over two or three days. Designed to replicate actual job task and responsibilities excellent predictor of job performance.

Question 26

Training for a performance evaluator

Answer 26

– Process and timing
– performance criteria and job standards.
– positive and negative feedback.
– training and development goals.
– common rating errors

Question 27

Performance appraisal process

Answer 27

– Supervisor assessment
– employment self assessment.
– assessment from others
– Goal setting
– Development goals

Question 28

Common rated bias

Answer 28

– Central tendency. Clustering employees in the middle performance categories to avoid extremes of good or bad performance.
– Contrast effect. Rating an employee in comparison with other employees instead of writing based on the standards of required for the job.
– favoritism. Overlooking the flaws of favored or nice employees, especially those whom everyone likes.
– grouping excusing below standard performance because it is widespread .
– guilt by association. Rating someone based on the company they keep, rather than the work they do
– halo/horn effect. Letting one positive work factor you like affect your overall assessment of performance. Horn would be opposite.
– leniency/severity. Rating employees, softly or harshly potentially based on a personal Bias.
– recency. Rating only recent performance, good or bad. DATA should be representative of the entire review. next line – stereotyping. Generalizing about employees performance based on a group – age, experience, location or school.
– sunflower effect. Rating everyone high, regardless of performance to make yourself look good or to be able to give more compensation.
– bias, allowing your bias to influence the rating also called discrimination. Can come from attitudes and opinions about protected classes next line– grudge. Evaluating based on the current period also called retaliation.

Question 29

Appraisal meeting

Answer 29

– Discuss and agree on ratings.
– Set goals for next cycle
– create plan to implement.
– discuss follow up

Question 30

Bourda’s documentation principles

Answer 30

– C consistent
– oh objective.
– a accurate
– S specific
– T timely

Question 31

Closing the review process

Answer 31

– Submit paperwork for HR for retention and processing salary changes.
– encourage supervisors to make continuous feedback part of their daily interaction with employees.
– remember appraisal no surprises are easier on supervisors and their employees

Question 32

Defensible performance evaluations

Answer 32

– Identify objective, relate the job criteria
- document performance events
– communicate performance standards
– use reasonable care
– train to evaluators

Question 33

Performance improvement plan PIP

Answer 33

– Process with documented objectives to address and employees on satisfactory performance issues.
– designed to help an employee correct issues.
– move towards stated consequences with the time period.

Question 34

Want to use a PIP

Answer 34

– Part of a well designed performance management program. Necessitated by business policy or agreement. Employment historically a good performer.
– arises as a need from specific situations. Employee not meeting the minimum job requirements. Behaviors are producing issues within the work group.
– outcome or recommendation of a performance review as needed basis outside the regular performance review cycle. Often the first written step in a progressive discipline process.

Question 35

Elements of a PIP 3

Answer 35

– Goals. Specific targets for an employee to modify performance.
– timelines. Outline the time frames for goal attainment.
– outcomes. Define measurable success against the goals.

Question 36

PIP development steps

Answer 36

– Concerns. Identify the performance issue with example. Provide dates of previous feedback
– goals. SMART goals to achieve improvement.
– timeline established and end dates of the PIP.
– feedback. Include the ongoing requirement to sustain the improvement
– review. Explain the consequences of not meeting all the PIP requirements.

Question 37

Individual development plan IDP

Answer 37

– Also, Nana‘s career development plans. Designed to strengthen employee skills, develop an employee for future opportunities.
– may or may not indicate a performance deficiency. achieve goals for employees, personal career development. Usually forms strategic partnership between a manager and employee.
– outside the scope of the performance improvement plan. Some employers use synonymously. Maybe using conjunction with the performance appraisal process

Question 38

Coaching process

Answer 38

– Contracting
– assessment
– Feedback and action plan
– Active learning
– review

Question 39

Mentor

Answer 39

– Human development activity to guide a junior employee on career development. Provide open and face-to-face communication. Focus on general development and psychological well-being of a person. Provide encouragement, insight and counseling to the producer for the career development. Helping employee attain social and emotional maturity and effectiveness.
– offered by an internal or external individual who possesses good knowledge and experience

Question 40

Good partnering skills

Answer 40

– Build a rapport
– Engage in active listening
– ask open ended questions
– Practice, humility, and humor

Question 41

What are the characteristics of mentoring?

Answer 41

It involves someone with good knowledge and experience, providing encouragement, insight and counseling to a junior employee in career development.
It is a good capacity development process that’s time bound in well planned

Question 42

Which performance management processes established the guidelines for an effective performance management program

Answer 42

– Goal setting, performance, reviews, performance improvement, plans