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Ch. 5 Org. Psy.
Performance Appraisals
| Question | Answer |
|---|---|
| performance apprasal | Periodic, formal evaluation of employee performance for the purpose for making career decisions. |
| merit rating | Objective rating methods designed to provide an objective evaluation of work performance. |
| rating scales | Performance appraisal technique in which supervisors indicate how or to what degree a worker possesses each relevant job characteristic. |
| ranking technique | Performance appraisal technique in which supervisors list the workers in their group in order from highest to lowest or to worst. |
| paired-comparison technique | Performance appraisal technique that compares the performance of each worker with that of every other worker in the group. |
| forced-distribution technique | Performance appraisal technique in which supervisors rate employee according to a prescribed distribution of ratings, similar to grading on a curve; 10% 20% 30% 20% 10%. |
| forced-choice technique | Performance appraisal technique in which raters are presented with groups of descriptive statements and are asked to select the phrase in each group that is most descriptive or least descriptive of the worker being evaluated. |
| behaviorally anchored rating scale (BAR) | Performance appraisal technique in which appraisers rate critical employee behaviors |
| behavioral observation scale (BOS) | Performance appraisal technique in which appraisers rate the frequency of critical employee behaviors. |
| management by objectives (MBO) | Performance appraisal technique that involves a mutual agreement between employee and manager on goals to be achieved in a given period. |
| peer rating | Performance appraisal technique in which manager or executives at the same level assess one another's abilities and job behaviors. |
| self-ratings | Performance appraisal technique in which managers assess their own abilities and job performance. |
| 360-degree feedback | Multisource approach to performance appraisal that combines ratings form several sources such as superiors, subordinates, peers, and self. |
| constant bias | A source error in performance appraisal based on the different standards used by raters. |
| most-recent-performance error | A source of error in performance appraisal in which a rater tends to evaluate a worker's most recent job behavior rather than behavior throughout the period since the last appraisal. |
| inadequate information error | A source of error in performance appraisal in which supervisors rate their subordinates even though they may not know enough about them to do so fairly and accurately. |
| average rating error | A source of error in performance appraisal in which a rater is unwilling to assign very good or very poor ratings; consequently, most ratings fall in the middle of the rating scale. |
| interpersonal affect | Our feelings or emotions toward another person; in performance appraisal, the emotional tone of the relationship between manager and employee, whether positive or negative, can influence the assigned ratings. |
| attribution | A source of error in performance appraisal in which raters attribute or assign positive or negative explanations to an employee's behavior. |
| role conflict | A situation that arises when there is a disparity between job demands and the employee's personal standards. |
Created by:
BRCruiser
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