week 2 Flashcards

1
Q

main types of performance

A

environmental
Social performance
Governance performance

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2
Q

Environmental performance

6

A
Environmental impact and risk management
environmental performance
environmental solution companies
Climate change impact and risk management
Bio diversity 
Water scarcity 
Eg. limiting carbon foot print
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3
Q

kpi of environmental performance 5

A
KPI’s
Electricity use
NOx emissions
Total water usage
Energy intensity per employee
Regulatory risk exposure
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4
Q

adv disad of evironmental performance 2,2

A
Advantages
Improved reputation
Environmental certification
Problems
Difficulty measuring environmental performance
Greenwashing
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5
Q

Social performance

6

A
Human rights
Supply chain standards
Relations with customers and suppliers
Relations with employees
Stakeholder engagement
Community involvement 
e.g. Medical plan
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6
Q

KPI’s

social performance 4

A

Fatalities per 1,000 employees
Community spending
Human rights policy
Staff absenteeism

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7
Q

adv disadv social peformance 2,3

A
Advantages
Improved reputation 
Sometimes greater profits
Problems
Costly
Suspicious of claims
Who rates social performance?
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8
Q

Governance performance

5

A
Board practice and structure
Anti-bribery practices 
Codes of ethics
Board level responsibility for stakeholders
Board level gender diversity
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9
Q

KPI’s of governance performance

A

Size of board

Poison pill plan

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10
Q

Output or outcome based approach

1

A

outcomes produced; quantitative results, for example sales figures, service duration (length of call), productivity measures, utilisations, quality measures.

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11
Q

Benefits of Output or outcome based approach

6

A

reassurance in measurement
simple and easy to understand
clarity in what is required
objective
motivational (e.g. provides a ‘line of sight’)
uses a language familiar to all key stakeholders.

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12
Q

Problems of Output or outcome based approach 6

A

‘what gets measured gets done’
‘what is measured is what’s easy to measure not what is most important’
can result in unintended consequences
not all jobs can be measured in this way
fails to take account of contextual constraints
fails to explain the process or means by which achievements are made.

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13
Q

Behavioural approach:

A

process orientated approach emphasising how an employee does the job – qualitative.

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14
Q

Behavioural Approaches list of 6

A
Performance ratings
Rating scales - absolute or comparative
Narratives
general judgements
critical incidents
Specific reporting of significant events in review period
Forms, keeping diaries, time taking, bias prone
simple rank order 
alternation rank order 
paired comparisons
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15
Q

difference between comparative and absolute methods

A
comparative :
Simple rank order
Alternative rank order
Paired comparisons
Forced distribution
Absolute:
Narrative/essays
Critical incidents
Graphic ratings scales
Behavioural ratings
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16
Q

Rating Scales (likert-type scale) 7

A

levels range from 3–7
easy to understand and conveys clear messages about performance
force managers to be more accountable
allow comparisons between individuals
cannot have individual PRP without rating
prone to bias and inconsistency between managers
raters not good at using the full range of scales.

17
Q

Behaviourally-anchored rating scales (BARS):

A

specific behaviours are described or ‘anchored’ and then rated.

18
Q

Behavioural observation scales (BOS):

A

assessment based on frequency of occurrence.

19
Q

Developing a BARS 5

A
Generate critical incidents 
Develop performance dimensions
Reallocate incidents
Scale the incidents 
Development a final instrument
20
Q

Advantages of BARS 5

A
A more accurate gauge 
Clearer standards
Feedback
Independent dimensions
Consistency
21
Q

Benefits of Forced Distribution 6

A

forces managers to differentiate
continually raises the bar
can identity top performers who need to be developed
can ‘weed out the dead wood’
greater consistency in marking
if linked to pay can help budgetary control.

22
Q

Problems with Forced Distribution 7

A
is performance normally distributed?
employees not evaluated on the basis of what they actually do 
demotivating
undermines team working
fosters unhealthy competition
increases stress and workload
promotes a culture of fear.
23
Q

Ethical Approach to Performance Measurement/Management

7

A
To avoid problems of perceived control and lack of fairness:
build in respect for individual 
procedural fairness
transparency in decision making
ongoing dialogue 
training for raters 
limit the amount of measurement.