Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Chap 10 HR
| Question | Answer |
|---|---|
| Performance Management: | Ongoing series of activities designed to align and improve individual performance to drive organizational results |
| Performance Appraisal: | Process of determining how well employees perform relative to a standard and communicating that information to them |
| Job Duties: | Important elements of job |
| Weights: | Show relative importance of different job duties |
| Trait-based: | Identifies characteristics of employees, may or may not be job related, less useful than other methods; Ex. attitude, teamwork, initiative, etc. |
| Behavior-based: | Focuses on specific behaviors that lead to job success; Ex. customer satisfaction, verbal persuasion, citizenship/ethics, etc. |
| Result-based: | Considers employee accomplishments, works well for jobs with easy-going measurement, more useful information than other methods |
| Types of Performance Information: | Trait-based, behavior-based, result-based |
| Performance Standards: | Define expected levels of performance (realistic, measurable, clearly understood) |
| Common Employee Performance Measures: | Quantity of output/productivity, Quality of output, Timeliness of output, Punctuality and attendance, Efficiency and Effectiveness of work completed |
| Strategic Use: | Looks within organization to provide consistency between individual and organization performance |
| Administrative Use: | Backward-looking perspective |
| Developmental Use: | Forward-looking perspective |
| Use of Performance Appraisals: | Strategic, Administrative, Developmental |
| Supervisory Ratings of Subordinates: | Based on the assumption that the immediate supervisor is most qualified to evaluate employee performance fairly |
| Employee Ratings of Managers: | Helps identify competent managers and make them more responsive |
| Team/Peer Ratings: | Useful when supervisors can’t observe each employee, but work group members do |
| Self Ratings: | Helps employees think about their strengths and weaknesses and set goals for improvement |
| Outsider/Customer Ratings: | Involves outsiders participating in performance reviews |
| 360-Degree Feedback: | Person Being Appraised- Manager, coworker/peers, customers, subordinates, self |
| Graphic Rating Scales: | Allow rater to mark employee performance on a continuum indicating low to high levels of a certain characteristic |
| Behaviorally Anchored Rating Scale (BARS): | Scale describing specific examples of job behavior, which are "anchored" against a scale of performance levels |
| Comparative Methods: | Employees are ranked from highest to lowest based on performance levels and contributions |
| Forced Distribution: | Ratings of employee performance levels on a bell-curve (forces managers to identify high, average, and low performers) |
| Narrative Methods: | Critical Incident: Written record of favorable/unfavorable actions performed, Essay on employee performance (during rating period); allows more flexibility |
| Management by Objectives (MBO): | Specific; highlights performance goals that an individual and manager identify together |
| Rater Errors: | Varying standards; Recency/primacy effects; Central tendency, leniency, strictness errors, Rater bias, Halo/horns effects, Contrast error, etc. |
| Appraisal Decision: | Manager should clearly communicate how an employee’s positive contributions have helped the organization |
| Effective Performance Management: | Beneficial as a development tool, Useful as an administrative tool, Legal and job related, Viewed as fair by employees, etc. |
Created by:
IanMcCormick20