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c202: chapt 8
Performance Management
| Question | Answer |
|---|---|
| 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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