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HRM > Performance Management and Career Development > Flashcards

Performance Management and Career Development Flashcards

1
Q

What are the 6 steps of Management of Objectives cycles (MbO)

A
  1. Define organizational strategy
  2. Goal agreement
  3. Link rewards to goals
  4. Develop action plan
  5. Periodic Reviews
  6. Review of Performance and Development

-> Continuous learning loops

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2
Q

What is the key element of Performance Management?

A

Regular Performance Reviews

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3
Q

Why are Regular Performance Reviews so important for Performance management? How can we design them?

A
  1. Formal Recording of (un)satisfactory performance
    - Absolute assessement per individual
    - Comporatative assessement
    –> rank order
    –> forced distribution of perf. levels
    - Basis for reward decisions
    - Basis for development decisions
    - Motivating future behaviour
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4
Q

Name 4 Biases in social perception in the context of performance management

A
  1. Stereotypes / Implict Bias
  2. Halo Bias
  3. Primacy/Recency Effect
  4. Persistence of Impressions
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5
Q

Explain what stereotypes and implicit biases are.

A
  • Assumptions about correlations between characteristics based on the group a person belongs to.
  • Can be explicit or implicit
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6
Q

How can we identify implicit biases?

A

Implicit association tests.

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7
Q

What is the halo effect?

A
  • A central characteristic of a person determines the overall impression.
  • Example: Imagine a person who is intelligent, dominant, conscientious, and warm.
    Compare with your image of a person who is intelligent, dominant, conscientious, and cold.
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8
Q

What are the primacy and recency effect?

A

First and last information influence the impression the most

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9
Q

Explain how the persistence of impressions negatively impacts objective perception?

A

Persistence of Impressions describes sticking with an assessement despite information of the contrary

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10
Q

Why do stereotypes exist, name three reasons.

A
  1. Can originate from real differences between groups
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11
Q

Why do stereotypes exist, name three reasons.

A
  1. Can originate from real differences between groups
  2. Effective information processing
  3. Can also form without any bases
    - self-fulfilling biases
    - Implicit theories of co-variation of certain personal characteristics
    - Illusory out-group homogenity
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12
Q

What are conclusions in performance reviews are drawn ?

A

Causal attributions (internal / external)

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13
Q

Name 5 Attribution errors

A
  • Overemphesize actor as a cause of events
  • Protect self-worth by underestimating internal cause of failure
  • Underuse comparative information
  • Overemphesize internal causes for stereotype-congruent behaviour
  • Infer internal causes for out-group failures and in-group successes
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14
Q

Name 5 measures to reduce biases

A
  1. Systematic preperation of performance reviews
  2. Conscious self-reflection for errors and influence on assessement
  3. Implicit bias training
    4.Structured assessement scales (0 = avoids decision, 3=decides proactively)
    5.Open communication climate that allows critical feedback.
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15
Q

What are the components of pay, how are they determined?

A
  1. Base/Fix pay -> task-related
  2. Variable pay -> person-related (e.g. performance, experience, social situation)
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16
Q

What methods exist to determine base pay?

A

We use job evaluation for the following approaches:
1. Analytic evaluation (values on weighted criteria)
2. Sumative evaluation (assigning values to tasks/jobs)
3. Job evaluations (comparison / comparable “worth)

17
Q

“Pay is much more than money. “ That is what?

A

Pay is also a compensation, reward, incentive, recognition

18
Q

What are criteria used in job evaluation? (Figuring out your wage)

A

Criteria used in many job evaluation methods
- Knowledge and experience (high weight)
- Cognitive abilities (high weight)
- Leadership responsibility (high weight)
- Physical/emotional demands (low weight)
- Strenuous working conditions (low weight)

19
Q

What are the 3 critical points of performance based pay?

A
  • Performance criteria - is the rewarded behavior the desired behavior?
  • Danger of reducing intrinsic motivation
  • Conflict between individual and team performance

Recommendation: Company performance as basis for individual/team rewards

20
Q

Name 5 means of Personnel Development

A
  • Education/Training
  • Informal Learning
  • Counseling/Coaching
  • Management by Objectives
  • Team Development
  • Job Design
21
Q

How can we link personnel devlopment to strategic HRM demands?
3 steps

A
  1. Analyze HRM requirements
    - Specific goals and target group
    - required qualification profiles
    - identify individual employees who need development
  2. Implement development intervention
  3. Evaluate (concerning learning, behavior and outcome)
22
Q

How can we tailor personnel development to individual career interests?

A
  1. Identify individual career interests
    - career anchors: creativity, lifestyle, managerial competence
    - career orientations: Independant, loyalty-focused, promotion focused
  2. Define paths
    - management vs. technical career
  3. Match career interests and career paths

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