Weeks 9 & 10 Flashcards
Performance Management Feedback Should Have
1) No Surprises
2) be done in a TIMELY manner
3) focus on the Individual’s development and goals in
line with the organizations goals
What is the TOP of Performance Mgmt?
Organizational Strategy, Organizational Goals,
Sr. Leadership Accountability
Defining Performance Expectations is the FIRST step in the Performance MGMT process. This includes 2 things
1) Individual Goal Setting
2) Competencies Review
Step _ in Performance MGMT is Providing Ongoing Feedback and Coaching
This is Step 2.
After Performance Expectations
Step 3 is Performance Review Discussions this includes
1) Documenting the progress of goals and competencies as well as development plans
2) Crowdsourcing
Performance Review Discussions lead to these discussions on these outcomes
1) Compensation and Rewards
2) Learning & Career Development
3) Promotions, Decisions and Succession Planning
4) Disciplinary or Termination Decisions
Crowd sourcing is
getting information from a large group of people / multiple sources
Appraisal Method:
The MOST COMMON form of rating performance is:
The Graphic Rating Scale
E.x. Scale: 1 (developmental), 2 (meets expectations), 3 (exceeds expectations), 4 (exceptional)
Traits and Competencies are rated on Graphic Rating Scale and then
the Average Point Score is tallied
Reliability Communication Average Point
Maya 4 3 4
Cameron 2 1 2
Erum 2 2 2
Jonathan 1 4 3
Appraisal Method: Alternation Ranking Method
Trait: Reliability: + (better than), - (worse than)
Involves comparisons with other employees
Ranking employees from best to worst on a trait or traits. • This method is used to indicate the employee who is highest on the trait being measured and also the one who is lowest, alternating between highest and lowest until all employees to be rated have been addressed
Appraisal Method: Critical Incident Technique
Manager keeps a log of desirable or undesirable examples or incidents of employee’s behavior.
Every 6 months or so, manager and employee meet to discuss.
Appraisal Method: Narrative Forms
Competencies clearly defined - asked to rate and provide an example of when the employee showed that behaviour
Performance Improvement Plan (PIP)
• Identifies measurable improvement goals, timelines and key success indicators • Lists a timetable where manager and employee will come together to review the PIP (usually frequent meetings) • Lists trainings that would be beneficial to the employee
Appraisal Method: BARS - Behaviourally Anchored Rating Scale
- Most Time consuming to develop
- Has a scale Associated with a behaviour
This is an example of:
Scale: 1 (developmental), 2 (meets expectations), 3 (exceeds expectations), 4 (exceptional)
For cashiers, the “accuracy” trait could look like this;
1: makes frequent errors in calculating and inputting the total amount
2: most of the time, accurate in calculating and inputting the total amount
3: always accurate in calculations and inputting the total amount
4: always accurate in calculations and inputting the total amount. In addition, responds to
customers’ questions accurately and positively.
BARS - Behaviourally Anchored Rating Scale
Appraisal Method: MBO - Management By Objectives
Goal Setting using SMART goals
Appraisal Method: 360 Performance Review
EVERYONE around you performs appraisal (e.g. boss, peers, customers, clients, suppliers, etc.)
Name the 7 Types of Appraisal Methods
1) Graphic Rating Scale (Most Common)
2) Alternation Ranking (comparing employees and finding best and worst)
3) Critical Incident
4) Narrative Forms
5) BARS (most difficult)
6) MBO
7) 360
Performance Appraisal Cautions:
THE HALO EFFECT
Rating an employee on one trait biases the way that person is rated on other traits
Performance Appraisal Cautions:
CENTRAL TENDANCY
All employees rated as somewhere in the middle
Performance Appraisal Cautions:
STRICTNESS / LENIENCY
Either rating too high or too low
Performance Appraisal Cautions:
APPRAISAL BIAS
Tendency to allow individual differences, such as age, race, and sex, to affect
the appraisal ratings
Performance Appraisal Cautions:
RECENCY EFFECT
Only considering the employees most recent performance
Performance Appraisal Cautions:
SIMILAR-TO-ME BIAS
Tendency to give higher performance ratings to employees who are
perceived to be similar to the rater
List 6 Performance Appraisal Cautions
1 - HALO EFFECT 2- CENTRAL TENDENCY 3- STRICT / LENIENT 4- APPRAISAL BIAS 5- RECENCY EFFECT 6- SIMILAR-TO-ME
Forced Distribution Method is
- Developed by Jack Welch (GE)
- Involves arranging employees into 3 categories: A Players (top 20%), B Players (middle 70%) and C Players (weak / bottom 10%)
Forced Distribution Pros / Cons
- Eliminates some biases: Central Tendency or Strictness/ Leniency
- Might push the organization to perform better
- Need to watch out for cultural adaptation and fit
- Might create demotivation, rivalry among employees
- Assumes majority of the employees are average or poor performers: no linkage to organizational or departmental performance
According to Maslow’s Hierarchy of Needs, Pay falls into
The bottom wrung as a basic need for safety / security and to satisfy physiological needs
Pay can lead to [blank] but not [blank]
Pay can lead to JOB DISSATISFACTION but not SATISFACTION
Frederick Herzberg’s Motivating Factors for Job DISSATISFACTION are
- quality of supervision
- pay
- company policies
- physical conditions
- relations with others
- job security
Frederick Herzberg’s Motivating Factors for Job SATISFACTION (INTRINSIC MOTIVATORS) are: PORRA
- Promotion
- Opportunities for personal growth
- Recognition
- Responsibility
- Achievement
INTRINSIC MOTIVATION comes from
within
EXPECTANCY THEORY
PEOPLE WILL BE MOTIVATED TO THE EXTENT TO WHICH THEY BELIEVE THAT THEIR EFFORTS WILL LEAD TO GOOD PERFORMANCE, THAT GOOD PERFORMANCE WILL BE REWARDED, AND THAT THEY WILL BE OFFERED ATTRACTIVE REWARDS.
EQUITY THEORY
THE EQUITY THEORY IS DEFINED AS A THEORY THAT STATES THAT PEOPLE WILL BE MOTIVATED WHEN THEY PERCEIVE THAT THEY ARE BEING TREATED FAIRLY
