week 5 Flashcards
When performance is measured what kind of data does it produce?
4
Quantitative data (numbers)
Financial data
Statistical data – mean, median, mode, variance and standard deviation
Qualitative accounts
How do we know about the quality of our data?
Quality measurement requires addressing design issues to produce quality performance data.
Design Issues in Measurement – Qualitative Data 4
Dependability
Stability of findings over time and in different contexts
Credibility
Of researcher and techniques used to build confidence in the ‘truth’
Transferability
findings are applicable in other contexts
Confirmability
on what basis did the researcher make their interpretations about the data?
Design Issues in Measurement – Quantitative Data 7
Validity - Do performance measures actually measure what they claim to measure?
Face validity :
construct validity : Are the right performance criteria being used?
content validity : all dimensions?
criterion related
Reliability – consistent and stable
Inter-rater, test-retest
Fairness - meaningful and accurate, understood and accepted, applied fairly and consistently
Practicality - ease of design and cost-effective
Perceptual Issues 2
Performance appraisal models assume a reasoned evaluation of employee performance.
Yet perceptual distortions corrupt the process.
Common Distortions in Perceptions of Other People 4
Importance of first impressions Halo and horns effect Schemas Stereotypes Prejudice and discrimination Ingroups and outgroups
Common Perceptual Distortions in Evaluating Performance 7
Crony effect – distortion due to close personal relationship between rater and ratee
Doppelganger – rating reflects similarities between appraiser and appraisee
Veblen (central tendency) – problem of ranking everyone in the middle
Strcit/leniency bias
Recency effect – only recent events affect assessment
Spillover bias - rate based on past performance, failing to take into account recent improvements.
Confirmation bias – appraiser looks for information that confirms preconceived ideas about the employee
Contrast error – comparisons are made with other employees which distort assessments
Status effect – those with higher-level positions are given more generous ratings
Implications of perceptual issues for performance management 6
Leniency
Strictness
Reward allocations
Ratee reactions such as perceptions of fairness
Legal due process issues
Performance appraisal as a political arena
Performance Feedback 3
‘information about and employee’s past behaviours with respect to established standards of employee behaviors and results.’ (Aguinis, Gottfredson and Joo, 2012, p. 105)
Feedback is critical to job performance (London, 2015)
While appraisals or evaluations of performance are typically conducted annually, feedback needs to be an ongoing process.
Problems that can arise with feedback 3
Can decrease performance
Can create problems with morale ‘Feedback equals criticism and it is not nice’ (Aguinis et al, 2012, p106)
Managers do not know how to deliver feedback
Performance Feedback Systems(eg provided by peoplesoft/oracle)Advantages 6
Built in feedback prompts for supervisors to use
provide immediate expert practical advice on providing feedback that fits the situation faced by the manager
facilitate learning by doing
enable inexperienced managers to become effective rapidly
the time and frequency of use can be controlled by the user
methods of using them can be learned quickly.
Performance Feedback Systems(eg provided by peoplesoft/oracle) Disadvantages: 4
advice might be too general to be applicable
rely on input from users about such factors as personality of individual
over-formalise an informal process,
cost of package could be considerable.
Elements of feedback
Seeking, perception, processing, acceptance, use and reaction to information about an employees’ behaviour.
