Chapter 9 (MANA 4330) Definitions

Performance-Driven Culture

A company culture that depends on effective performance management.

Absolute Standards Formats

appraisers assess performance in relation to specified criteria and do not make direct comparisons among employees.

Behavioral Observation Scales (BOS)

ask appraisers to report how frequently employees engage in specific behaviors.

Management by Objectives (MBO)

begins with the establishment of performance objectives (goals) for the upcoming performance period; performance is then measured against the objectives that were set.

Organizational Citizenship Behaviors

behaviors that support the social and psychological environment in which task performance takes place.

Punishment

decreases the frequency of undesirable behavior.

Anniversary Approach

distributes the task of reviewing performance and providing feedback over the year.

Behavioral Criteria

focus on how work is performed.

Trait-Based Criteria

focus on personal characteristics, such as loyalty, dependability, communication ability, and leadership.

Results Criteria

focus on what was accomplished or produced rather than on how it was accomplished or produced.

Motivation

has two elements: decisions about which behaviors to engage in and decisions about how much effort to expend.

Performance Appraisal

involves evaluating performance based on the judgments and opinions of subordinates, peers, supervisors, other managers, and even the employees themselves.

Positive Reinforcement

involves the use of positive rewards to increase the occurrence of the desired performance.

Performance Management

is a formal, structured process used to measure, evaluate, and influence employees' job-related attitudes, behaviors, and performance results.

Direct Index Approach

measures performance using objective, impersonal criteria, such as productivity, absenteeism, and turnover.

Valid Performance Measure

one that accurately reflects all aspects of the job, and nothing else.

Focal-Point Approach

performance measurement for all employees occurs at approximately the same time.

Behaviorally Anchored Rating Scales (BARS)

provide appraisers with specific examples of the behaviors that go along with each value that can be assigned to an employee's performance.

Expectancy Theory

states that people choose their behaviors and effort levels after considering whether their behaviors and effort will improve their performance and lead to desired consequences.

Biometric Technologies

technologies using unique qualities of body parts for identification.

Forced Distribution

the appraiser distributes employees across several categories of performance following a set rules about the permitted distribution of ratings.

Straight Ranking

the appraiser lists the focal employees in order, from best to worst, usually on the basis of overall performance.

Performance Criteria

the dimensions against which the performance of an incumbent, a team, or a work unit is evaluated.

Comparative Formats

the rater is forced to evaluate the individual or team and make comparisons to others.

Expectancy

the relationship between making an effort and performing well.

Instrumentality

the relationship between performing well and its consequences.

Valence

the value of the consequences to the employee.

Balanced Scorecard Approach

using multiple objective measures that tap into numerous different dimensions of performance.

Self-Appraisal

when employees assess their own performance.

360-Degree Appraisal

when evaluations from supervisors, subordinates, peers, and employees themselves are all used to measure performance.

High-Performance Work System (HPWS)

when performance management is tightly integrated with other HR activities to improve workforce competencies, attitudes, and motivation.

Upward Appraisal

when such surveys area used to evaluate the performance of specific managers.

Contaminated Performance Measure

when the performance measure assess anything that is unimportant or irrelevant to the job.

Deficient Performance Measure

when the performance measure does not assess all of the behaviors and results that are important and relevant to the job.