Week 3

Question 1

Performance Management

Answer 1

process in which managers ensure employees outputs are congruent with organizations goals
- provide coaching, feedback to help improve and measure and evaluate performance to inform

Question 2

Step 1 Performance Management

Answer 2

Define Performance outcomes for company division and departments

Question 3

Step 2 Performance Management

Answer 3

develop employee goals, behavior and actions to achieve outcomes to set individual expectations tied to the company

Question 4

Step 3 Performance Management

Answer 4

provide support and ongoing performance discussions (frequent check ins)

Question 5

Step 4 Performance Management

Answer 5

Evaluate performance
- as this is social judgement, biases and errors are bound to have an effect

Question 6

Step 5 Performance Management

Answer 6

Identify improvements needed and figure out how employees should be rewarded and whether the system needs improvement

Question 7

Step 6 Performance Management

Answer 7

provide consequence for performance results

Question 8

Performance appraisal/evaluation

Answer 8

Assessment of past performance and PART OFT THE PERFORMANCE MANAGEMENT PROCESS
360 feedback: common tool as everyone is providing feedback on you
- self-appraisal
-managerial appraisal
- peer appraisal

Question 9

2 Functions of Performance Management

Answer 9

• developmental: improve performance and strenghtening skills
• administrative: basis for decisions about work conditions, promotions, terminations and rewards
  > run through improvements needed in 1st cycle and enacting consequences in 2nd cycle

Question 10

Comparative Approach

Answer 10

compare performance with others
- categorize into different grades
BUT: threatens teamswork, encourages sabotage, ignores middle performers (only use if company has huge discrepancies in performance and the job does not benefit from collaboration)

Question 11

Attribute Approach

Answer 11

rate people on qualities, attributes desirable for succes
- easy to come up with
BUT: ambiguous through bias, definitions can vary dramatically (reliability), focus on person rather than performance)

Question 12

Result Approach

Answer 12

use objective, quantifiable data to assess performance
BUT: can be affected by seasonal factors (so take those into account)

Question 13

Behavioral Approach

Answer 13

Define behaviors that are desirable
- behavior scales (BARS, BOS)
- building rating scales are linked to clearly defined behaviors
- high validity and acceptance of assessment
BUT: tedious to develop

Question 14

Developing Behavioral skill scales

Answer 14

1. identify key issues
2. find info about those situations
3. double check that incidents represent one dimension of performance and that behavior is relevant to that dimension
4. build scale
   BARS: compare performance with concrete examples
   BOS: identify key tasks for a particluar job

Question 15

Rater Responding Bias

Answer 15

Leniency Bias: use only high end of scale
Central tendency bias: only use middle part of scale

Question 16

Rater perceptual bias

Answer 16

contrast effect: average performance rates less/more favorably depending on what its being compared to
recency effect: remember latest action, easy to recall
primary effect: remember first action, easy to recall

Question 17

Rater Social Bias

Answer 17

Confirmatory bias: affirm prior beliefs
Implicit bias: when we make quick judgements, we are influenced by our background at an automatic level

Question 18

Rating Bias

Answer 18

Dunning Kruger effect: mistakingly rate yourself better than you are “better than average”
- top performers underestimate themselves (need to spotlight their achievements)
poor performers overestimate (need feedback and additional training or coaching)