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HRM 2440 > Week 8 > Flashcards

Week 8 Flashcards

1
Q

Performance Management

A

activities/meeting to improve employee performance, productivity, effectiveness

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2
Q

Performance management activities (4)

A

goal setting, training and development, career management, disciplinary action

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3
Q

3 Major Purposes of Performance Management

A
  1. Align employee actions with strategic goals
  2. culture change
  3. development and compensation
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4
Q

Performance Management Process. (5)

A
  1. Define Performance Expectations
  2. feedback and coaching
  3. performance appraisal and evaluation discussion
  4. Determine performance rewards/consequences
  5. Conduct development and career opportunity discussion
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5
Q
  1. Define Performance Expectations
A

employees understand how work contributes to business results

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6
Q

Task Performance

A

Direct contribution to job-related processes

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7
Q

Contextual Performance (3)

A
  • indirect contribution to organizations social responsibility values
  • positive attitude & take initiative
  • go beyond job description
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8
Q
  1. Provide Ongoing Coaching and Feedback - managers
A

managers communicate change strategies and objectives

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9
Q
  1. Provide Ongoing Coaching and Feedback - Employees
A

employees monitor own performance and ask for help

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10
Q
  1. Conduct Performance Appraisal and Evaluate Discussion: Performance as… (2)
A

1.Effort/Behaviour
2. Results

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11
Q

Performance as Effort/Behavior (4)
Fits____jobs
Monitoring ____ ________
____ective
behaviour monitoring?

A

Fits many jobs
monitoring costs high
subjective
bad behaviour curbed

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12
Q

Performance as Results (4)
Fits jobs with ____
Monitoring ____ ________
____ective
behaviour monitoring?

A

Fits jobs with output
Monitoring costs low
objective
behaviour hard to control

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13
Q

Formal Appraisal Method - Graphic Rating Scale (2)

A
  • simple and most popular
  • traits vs performance scale rating
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14
Q

Formal Appraisal Method - Alternation Ranking Scale process

A

On characteristic measured:
First, choose highest and lowest
then,
choose next highest and next lowest
then,
alternate between high and low until all employee rated have been ranked

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15
Q

Formal Appraisal Method - Paired Comparison Method process (3)

A
  • each trait list all possible pairs of employees
  • each pair +: higher ranked, - : lower ranked
  • rank by + scores
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16
Q

Formal Appraisal Method -Forced Distribution Model

A

Predetermine percentages of rates placed in various performance categories

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17
Q

GE’s Bell Curve distribution:
1. Top 10-20 percent
2. Bottom 10 Percent
3. Remaining 70-80%

A
  1. exceed expectations, highest compensation, advancement
  2. not meeting expectations, focus on coaching, improvement vs termination
  3. Backbone of workforce, moderate compensation, development
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18
Q

Forced Distribution Advantage and Disadvantage

A
  • Advantage: effort and resource for top performers, motivative employees for bonuses or pay
  • disadvantage: demotivating when large portion of workforce is at or below average
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19
Q

Formal Appraisal Method: Critical Incident Method

A

record of good or undesirable employee work behaviour -> correct deficiencies

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20
Q

Critical Incident Method Examples (3)
C D
T
C I

A

Continuing Duties: schedule production for plant
Targets: Full utilization of employees and machinery in plant, orders delivered on time
Critical Incidents: Instituted new production schedule system

21
Q

Formal Appraisal Method: Narrative Forms

A

performance improvement plan - detailed written analysis

22
Q

Formal Appraisal Method: Behavioural Anchored Rating Scales (BARS) (3)

A

anchor quantified scale with examples of good/poor performance

23
Q

BARS aims to combine benefits of (3)

A

narratives, critical incidents and qualified ratings

24
Q

BARS advantage (4) acfc

A

accurate, clear, feedback, consistency

25
Q

BARS Disadvantage

A

time consuming to develop

26
Q

Formal Appraisal Method: Management By Objectives

A

set SMART goals with each employee, periodically review progress

27
Q

Steps of MBO: (6)

A
  1. set organization goals
  2. set departmental goals
  3. discuss departmental goals
  4. define expected results
  5. performance review
  6. feedback
28
Q

MBO Advantages

A

employees engaged and committed -> higher rate of sucess

29
Q

MBO Disadvantages and what does MBO stand for

A

unclear, unmeasurable objectives
time-consuming

30
Q

Slide 40 of week 9

A

all formal appraisals

31
Q

Performance Appraisal Problems: Employees (2)

A

employees know their raises, career programs
employees overly optimistic w/ ratings

32
Q

Performance Appraisal Problems: structural problems cast doubt on (3)

A
  • fairness of performance appraisal
  • clarity of performance standards
  • Halo Effect: rate on one trait
33
Q

Common rating scale problems: Central tendency

A

rate all employees toward average

34
Q

Common rating scale problems: Leniency or strictness

A

rate all employees either high or low

35
Q

Recency Effect

A

rate employee based on most recent performance

36
Q

appraisal systems must be based on performance criteria that are ____ for the position being rated and must be _____ in that their application must produce consistence rating for same performance

A

valid, reliable

37
Q

criteria for PAP (3)

A

relevant to job appraised
broad enough: cover aspects of job requirement
specific

38
Q

PAP Solutions and calibration

A

reduce error in performance appraisal
managers meet to discuss performance of individual

39
Q

who does appraising: (6) more info on slide 51-53

A

supervisor, self, peers, committees, subordinates, 360-degree appraisal

40
Q

360- degree appraisal advice (3-4)

A
  • performance criteria developed by people with experience
  • clear about who will have access to reports
  • training for all participants
  • confidentiality and evaluation
41
Q

Formal Appraisal discussions: Supervisor and employee (3)

A

review appraisal, plan to correct deficiencies, reinforce strengths

42
Q

Satisfactory Interview promotable:

A

development plans

43
Q

satisfactory Interview not promotable:

A

maintain performance

44
Q

unsatisfactory Interview correctable

A

action plan to correct performance

45
Q

How to handle criticism and defensive employees (4)

A
  1. defensive behaviour is normal
  2. never attack person defences
  3. postpone action
  4. recognize human limitations
46
Q

Step 4. Determine Performance Rewards/ Consequences

  • determine appropriate reward/ consequence (2)
A

merit pay, benefits

determine appropriate reward/ consequence: achievement of goals, how employee meets defined standards

47
Q

Step 5: Career development discussion
2. based on…..
3. business needs balanced with..

A
  • manager and employee discuss opportunities for development
  • based on current job requirements or future development
  • business needs balanced with employee preference
48
Q

Legal and Ethical Issues of Performance (3-5)

A

train supervisors, more than one rater, formal appeal mechanism, document evaluations and reason for termination, guidelines for lower performers.

HRM 2440 (9 decks)

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