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c202: chapt 8

Performance Management

balanced scorecard is a performance measurement system that translates the organization’s strategy into four perspectives
performance management is the system that directs and motivates employees, work groups, and business units to accomplish organizational goals
balanced scorecard prospective 1 Learning and growth outcomes including employee satisfaction, retention, and skill
balanced scorecard prospective 2 Business process outcomes including quality, cost, and quantity produced and the business processes of procurement, production, and order fulfillmen
balanced scorecard prospective 3 Customer outcomes including customer satisfaction and retention and market share
balanced scorecard prospective 4 Financial outcomes including operating income, economic value added, and return on capita
Performance management step 1 1. Link short- and long-term organizational goals to the organization’s mission and business strategy
Performance management step 2 2. Identify subgoals for each business unit, department, workgroup, and individual based on these overall organizational goals and standards
Performance management step 3 3. Communicate goals and expectations throughout the organization and motivate employees to pursue them by connecting them to their personal goals
Performance management step 4 4.Create work processes and assign resources to support the goals
Performance management step 5 5.Measure progress on goal achievement
Performance management step 6 6.Regularly assess individual, workgroup, and business unit performance relative to the goals
Performance management step 7 7.Regularly give feedback on goal progress to improve performance and remove obstacles
Performance management step 8 8.Identify and overcome obstacles to goal achievement
Performance management step 9 9.Reward goal achievement
results the specific subgoals for each unit that will be the focus of the performance management process
standards specify what level of results will be considered acceptable
multi-source assessments (sometimes called 360-degree assessments) involve the employee’s supervisor as well as other sources who are familiar with an employee’s job performance
Task acquaintance the amount and type of work contact an evaluator has with the person being assessed
upward reviews in which the target employee is reviewed by one or more subordinates can also provide useful feedback
performance ratings method compare an employee’s performance to a set of standards to identify a number or letter rating that represents the employee’s performance level
essay appraisal method requires the assessor to write a brief essay providing an assessment of the strengths, weaknesses, and potential of the target employee
critical incident appraisal method an assessor discusses specific examples of the target employee’s positive and negative behaviors with the employee
graphic rating scale typically uses ratings of unsatisfactory, average, above average, and outstanding to evaluate either work quality or personal traits including attitude, communication skills, etc.
Behaviorally anchored rating scales (BARS) use a set of behavioral statements describing good or bad performance with respect to important work qualities including organizing abilities, adaptability, and relationship building
Behavioral observation scales (BOS) measure the frequency of desired behaviors
forced-choice rating method forces the assessor to choose the statement that best fits the target employee from a provided set of statements that are scored and weighted in advance
checklist method the assessor uses a checklist of pre-scaled descriptions of behavior to evaluate the employee
Created by: nashanta
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