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Industrial Psychology > Performance Management and Rewards > Flashcards

Performance Management and Rewards Flashcards

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1
Q

What is the principal mean designed to motivate employees to perform?

A

Reward System

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2
Q

It refers to the procedures and systems designed to improve employee outputs and performance, often through the use of economic incentive systems.

A

Performance management

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3
Q

An effective performance management process considers _ as a basic requirement.

A

Human Resource Strategic Planning

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4
Q

The process of providing capable and motivated people to carry out the organization’s mission and strategy.

A

HR Strategic Planning

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5
Q

A key element of the HR strategic planning which implements the provision of qualified people to the identified job openings.

A

Staffing

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6
Q

The emperors of _ in China had an “imperial raters” whose task was to evaluate the performance of the official family.

A

Wei Dynasty

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7
Q

She established a system for the formal rating of the members of the society of Jesus (The Jesuits).

A

Ignatius Loyola

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8
Q

He established formal monitoring systems with his coworker before world war I.

A

Frederick Taylor

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9
Q

Merit rating came 1950s-60s in _.

A

US & UK

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10
Q

The term “performance management” was first used in the 1970’s but it did not become a recognized process until _.

A

Half of 1980’s.

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11
Q

The American pioneer who introduced the rating of the abilities of workers in industry prior to World War I.

A

WD Scott

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12
Q

The scale modified and used to rate the efficiency of US army officers.

A

WD Scott Scale

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13
Q

The pioneering efforts of Scott were developed in the 1920s and 1930s into what was termed the _.

A

Graphic Rating Scale

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14
Q

Management by objectives was first coined by _.

A

Peter Drucker

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15
Q

Drucker emphasized that an effective management must direct the vision and efforts of all managers towards _.

A

A common goal.

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16
Q

Critical-Incident Technique was developed by _.

A

Flanagan

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17
Q

To avoid trait assessment and over concentration on output, appraisers would focus on this technique which were real, unambiguous and illustrated quite clearly how well individuals were performing their task.

A

Critical Incident technique

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18
Q

It did not gain much acceptance, perhaps because the black book accusations stuck and also time consuming.

A

Critical-Incident technique

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19
Q

It is designed to reduce the rating errors. They include a number of performance dimensions such as team work and mangers rate each dimension on a scale.

A

Behaviorally anchored rating scale

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20
Q

In the 1970’s a revised approach to performance appraisal was developed under the influence of the management by objective movement, it was sometimes called _.

A

Result-oriented appraisal

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21
Q

One of the problems with performance appraisal is that, _ have been known to rte first in accordance with individuals pay increase.

A

Managers

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22
Q

The concept of performance management began to emerge in _ in the middle 1980s.

A

USA

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23
Q

Refers to the HR planning, acquisition and development aimed at providing the talent necessary for organizational success.

A

Staffing

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24
Q

What are the 4 staffing processes?

A

Job Analysis
Recruitment
Selection
Socialization

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25
Q

The process of staffing starts with an understanding of the positions or jobs for which individuals are needed in the organization. It is the technical procedure used to define the duties, responsibilities and accountabilities of a job.

A

Job Analysis

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26
Q

It contains information concerned with the job. This information include job, duties and responsibilities, equipment and materials used, working conditions and hazards, supervision, work schedules, standards of performance and relationship to other jobs.

A

Job Description

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27
Q

This step includes drawing of people to apply for the various positions identified. It may be defined as a human resource practice designed to locate and attract job applicants for particular positions.

A

Recruitment

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28
Q

What are the 2 types of recruitment?

A

Internal and external

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29
Q

It is the process for attracting job applicants from those currently working for the firm.

A

Internal Recruitment

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30
Q

What are the 4 methods of Internal Recruitment?

A

Computerized career progression system
Supervisor recommendations
Job posting
Career development systems

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31
Q

A useful means of internal recruitment that stores extensive amounts of information about employees of a company.

A

Computerized career progression system (CCPS)

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32
Q

Another method of internal recruitment. When a supervisor needs to fill a certain vacancy in his unit, he is in the best position to identify the person who fits the job and be asked to nominate internal candidates.

A

Supervisor recommendations

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33
Q

A method of internal recruitment in which a job vacancy notice is posted and all qualified employees may bid. The most qualified applicants are chosen for the interview.

A

Job Posting

34
Q

It constitutes another method of internal recruitment. Under this method, the organization places fast track or high potential employees on a career path where they are groomed for certain target jobs.

A

Career Development System

35
Q

The process of attracting job applicants from outside the organization. It is undertaken when no suitable candidates are available from within the organization.

A

External Recruitment

36
Q

Give 5 several methods of external recruitment.

A

Employee referrals
Applicant-initiated recruitment
Help-wanted advertisements
Private employment agencies and executive search firms
Campus recruiting

37
Q

This step involves assessing and choosing among job candidates. It involves the application form, interviews, tests, background investigation, physical and medical exams and a decision to hire or not.

A

Selection

38
Q

It is the final step in the staffing process, involves orienting new employees to the organization and its work units.

A

Socialization

39
Q

In socialization, the new employees are provided with 2 kinds of information which are?

A

Key organization factors
Department and job related issues

40
Q

This factor includes an overview of the organization, policies, procedures, compensation, benefits, safety and accident prevention, employee and union relations and physical facilities.

A

Key organization factor

41
Q

The process of changing employee behavior, attitudes or opinion through some type of guided experience.

A

Training

42
Q

A training method conducted while employees perform job-related tasks. It is the most direct approach to hiring.

A

On-the-job Training

43
Q

What are the 3 common forms of OJT?

A

Internships
Apprenticeships
Job Rotation

44
Q

This type of training deals with work skills in setting always from their ordinary workplace.

A

Off-the-job training

45
Q

What are the various off-the-job training techniques?

A

Classroom lectures
Videos and films
Simulation exercises
Computer-based training
Vestibule training
Programmed instruction

46
Q

Careers planning and development indicate a need for individual employees to adapt a _ on organization.

A

positive outlook

47
Q

The pattern of work-related experiences that span the course of a person’s life.

A

Career

48
Q

It refers to the district stages that individuals go through their careers.

A

Career Stages

49
Q

What are the 4 career Stages?

A

Establishment stage
Advancement stage
Maintenance stage
Retirement stage

50
Q

In this career stage, one of the apprenticeship where the young employee enters an organization who may be technically able but often without an understanding of the organization’s demands and expectations.

A

Establishment stage

51
Q

This is the career stage where the employee seeks growth and increased responsibility through the continued development and utilization of his skills. They are now expected to rely much less on direction from others.

A

Advancement stage

52
Q

The career stage where an employee may experience continued growth of performance and accomplishments or he may encounter career stability. This further change is necessary to sustain advancement, often the employee loses career flexibility.

A

Maintenance stage

53
Q

A situation, in which, for either organizational or personal reason, the probability of moving up the career ladder is low.

A

Career Plateaus

54
Q

What are the 3 types of career plateaus?

A

Structural Plateau
Content Plateau
Life Plateau

55
Q

It marks the end of promotions and the affected employee will now have to leave the organization to find new opportunities and challenges.

A

Structural Plateau

56
Q

It occurs when a person has learned a job too well and is bored with day to day activities.

A

Content Plateau

57
Q

It occurs when an employee experiences a loss of identity and self esteem when there is no longer success in his work area.

A

Life Plateau

58
Q

Career Plateau can cause low _.

A

Low employee performance

59
Q

Leaders can make the organizations help individuals cope with career plateaus by providing opportunities for _ where opportunities for advancement do not exist.

A

Lateral growth

60
Q

This is the career stage where individuals learn to accept reduced roles and less responsibility and a formal preparation for retirement is made.

A

Retirement stage

61
Q

A key aspect of performance management. It is the process of evaluating the performance of employees.

A

Performance Appraisal

62
Q

What are the 3 criteria for performance appraisal?

A

Individual task outcomes
Behaviors
Traits

63
Q

What are the 3 different methods/approaches of performance appraisal?

A

Absolute standards
Relative standards
Objectives (Management by Objectives)

64
Q

A method of performance appraisal where the subjects of appraisal are not compared with other person.

A

Absolute Standards

65
Q

An absolute standard method where the appraiser writes a narrative report and the employee’s strength and weaknesses are described as well as recommendations for development.

A

Essay appraisal

66
Q

An effective or ineffective performance for each employee is being appraised in this method of absolute standard.

A

Critical Incident appraisal

67
Q

A method of absolute standard that uses. A list of behavioral descriptions and checks off those behaviors that apply to the employee.

A

Checklist

68
Q

It is known as the Graphic Rating Scale. It lists a number of traits and a range of performance for each.

A

Adjective rating scale

69
Q

What are the methods of absolute standard appraisal?

A

Essay appraisal
Critical Incident appraisal
Checklist
Adjective rating scale
Forced choice
Behaviorally anchored rating scale

70
Q

An appraisal method that compares the individual against other individuals.

A

Relative Standards

71
Q

What are the methods of relative standards appraisal?

A

Group order ranking
Individual ranking
Paired comparison

72
Q

What is the 3rd approach/method of performance appraisal?

A

Objectives (Management by Objectives)

73
Q

What are the 4 steps of Management by Objectives?

A

Goal setting
Action planning
Self-control
Periodic reviews

74
Q

A final requirement to ensure effective performance.

A

Rewards

75
Q

What are the 6 types of organizational incentives?

A

Intrinsic
Extrinsic
Financial
Nonfinancial
Performance based
Membership based

76
Q

Rewards that the worker receives from the job itself, including pride in one’s work, feeling of accomplishment and being part of a team.

A

Intrinsic rewards

77
Q

Rewards that enhance the workers get from the employee including money, promotion and benefits.

A

Extrinsic rewards

78
Q

Rewards that enhance an employee’s financial well-being through wages, bonuses and profit sharing.

A

Financial Rewards

79
Q

Rewards that are indirect enhancement of an employee’s financial well-being, such as supportive benefits, pension plans, paid vacations, paid sick leaves and purchase discount.

A

Nonfinancial rewards

80
Q

Rewards that are given using performance as basis, such as commissions, piece of work pay plans, incentive systems, group bonuses and forms of merit pay.

A

Performance-based rewards

81
Q

Rewards that refer to those that are given to all employees regardless of performance such as cost of living increases, benefits, salary increases attributable to labor market conditions, seniority of time in rank and future potential such as a new MBA degree from prestigious university.

A

Membership-based rewards

Industrial Psychology (5 decks)

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