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Performance Management System > Unit 3 > Flashcards

Unit 3 Flashcards

1
Q

The component featured in essentially all performance management frameworks

A

Giving of feedback

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2
Q

Other names for performance review

A

Performance evaluation
Performance assessment

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3
Q

A formal appraisal of an employee and their work during an established time period

A

Performance review

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4
Q

Types of performance reviews

A

Self assessment
Team assessment
Upward feedback leader assessment
Top-down employee assessment

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5
Q

Performance review process

A

Training
Teams link to review site
Timeline
Flowchart
Quick reference guides
FAQs

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6
Q

A step in the work measurement in which an analyst observes the worker’s performance and records a value representing that performance relative to the analyst’s concept of standard performance

A

Performance rating

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7
Q

It helps people do their jobs better, identifies training and education needs and assigns people to work they can excel in.

A

Performance rating

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8
Q

A systematic, periodic, and so far as humanly possible, an impartial rating of an employee’s excellence in matters pertaining to his present job and to his potential for a better job

A

Performance appraisal

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9
Q

Given by Edwin B Flippi

A

Performance appraisal

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10
Q

A way to evaluate the performance of an employee and it is also edited as a complete process document

A

Performance appraisal

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11
Q

It is done on a regular basis—there is a regular review of employee performance in an organization

A

Performance appraisal

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12
Q

Also known as performance review / employee evaluation

A

Performance appraisal

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13
Q

Generally, its performance is evaluated by the staff’s manager

A

Performance appraisal

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14
Q

Appraisal factors
J Q Q R I E I A I

A

Job knowledge
Quality
Quantity of work
Responsibility and dependability
Initiative
Effective use of time
Interpersonal relations
Attendance and punctuality
Internal control

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15
Q

Knowledge of duties and responsibilities, procedures, position

A

Job knowledge

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16
Q

Correctness, completeness, and accuracy of work duties performed

A

Quality

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17
Q

Amount of work done during workday

A

Quantity of work

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18
Q

Willingness to take on assignments and be held accountable

A

Responsibility and dependability

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19
Q

Origination and development of vital job procedures

A

Initiative

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20
Q

Ability to organize, prioritize and schedule

A

Effective use of time

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21
Q

Communication and cooperation with fellow employees

A

Interpersonal relations

22
Q

Conformity to work hours; timely attendance at meetings

A

Attendance and punctuality

23
Q

Performance as related to individual’s internal control responsibilities

A

Internal control

24
Q

Factors affecting performance appraisal
D S I L L F

A

Dominant work orientation
Superior officer’s value system
Interpersonal relations
Loyalty
Level of achievement
Factors hindering objective assessment

25
Q

Sources of error in performance appraisal
V R M R H C L P R S S

A

Validity
Reliability
Management attitude
Rater errors
Halo effect
Central tendency
Leniency / strictness bias
Prejudice
Recency effect
Relationship effect
Subjective performance criteria

26
Q

Performance appraisal methods

A

Traditional methods
Modern methods

27
Q

Traditional methods
R P G F C E

A

Ranking method
Paired comparison
Grading method
Forces distribution method
Checklist method
Essay method

28
Q

Modern methods
M 360 C A B

A

Management by objective
360-degree appraisal
Cost accounting method
Assessment centres
Behaviorally anchored rating scales

29
Q

Are conscious or unconscious tendencies that affect how supervisors rate their employees

A

Rater’s bias

30
Q

Based on actual performance

A

Ratings

31
Q

Accurate reflections of performance

A

Ratings

32
Q

2 approaches developed to control and eliminate rater bias and error

A

Design better performance appraisal forms
Train raters to avoid rating errors

33
Q

Familiarize raters with rater errors and to teach them to avoid these rating patterns

A

Rater error training

34
Q

Performance review discussion

A

Mutually review the employee’s responsibilities
Mutually examine the employee’s performance
Mutually explore what each can do to ensure performance improvement
Mutually review the employee’s short-term and long-term goals

35
Q

Objective of performance review discussion (7)

A

To maintain records in order to determine compensation packages, wage structure, salaries raises, etc.
To identify the strengths and weaknesses of employees to place right men on right job
To maintain and assess the potential present in a person for further growth

—

36
Q

Provide guidance, motivation, emotional support, and role modeling

A

Mentor

37
Q

May help with exploring careers, setting goals, developing contacts, and identifying resources

A

Mentor

38
Q

Career mentor (3 types of roles)

A

Confidante
Supporter
Guide

39
Q

Help the mentee learn the ropes and prepare for career advancement

A

Career functions

40
Q

Career functions
C C E P

A

Coaching
Challenging assignments
Exposure and visibility
Protection

41
Q

A relationship of rapport and trust in which the coach uses their ability to listen, to ask questions and to play back what the client has communicated in order to help the client to clarify what matters to them and to work out what to do to achieve their aspirations

A

Coaching

42
Q

Process of coaching

A

Planning
Observation
Analysis
Evaluation
Feedback

43
Q

Based on the information gained and in line w the goals

A

Planning

44
Q

In training and at competition

A

Observation

45
Q

Before, during, and after performance

A

Analysis

46
Q

Involves interpretation and decision making

A

Evaluation

47
Q

Which should be appropriate, correct and positive

A

Feedback

48
Q

Are designed to promote professional development by linking an employee with a mentor who will focus on the overall development of that mentoree

A

Mentoring systems

49
Q

Is transformational and involves much more than simply acquiring a specific skill or knowledge

A

Mentoring

50
Q

Is about a relationship and involves both the professional and the personal —is like counseling

A

Mentoring

51
Q

Are designed to provide an employee with a content expert who works with that individual in assuring that employee learns a particular skill or piece of knowledge

A

Coaching systems

52
Q

Is about skills and knowledge acquisition

A

Coaching

Performance Management System (6 decks)

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