CHV1- E&L Relations

Including irrelevant criteria in performance measures _____ the measures

contaminates

A performance-driven organizational culture focused on

results and contributions

For jobs in which measurement is easy and obvious, a _____approach works well. (Trait-based, Behavior-based, or Results-based)

results-based

Implementing a guided self-appraisal system using MBO is a four-stage process. The stages are as follows

(1) Job review and agreement ( 2)Development of performance standards (3) Setting of objectives (4) Continuing performance discussions

Three administrative uses of appraisal impact managers and employees the most

(1) determining pay adjustments; (2) making job placement decisions on promotions, transfers, and demotions; and (3) choosing employee disciplinary actions up to and including termination of employment.

A recent study found that performance evaluations that utilize _____ comparisons provide more valid assessments of employee performance than do absolute measures

social

Proper performance management requires considerable time, resources, and paperwork, so companies are using more _____ to become more efficient in the management of human resources.

technology

Informal appraisal

A supervisor conducts an informal appraisal whenever necessary. The day-to-day working relationship between a manager and an employee offers an opportunity for the employee's performance to be evaluated. A manager communicates this evaluation through conversation on the job, over coffee, or by on-the-spot discussion of a specific occurrence.

Systematic appraisal

A systematic appraisal is used when the contact between a manager and employee is formal, and a system is in place to report managerial impressions and observations on employee performance. This approach to appraisals is quite common, and one survey found that almost 90% of employers have a formal performance management system or process.

T/F--When imposed on a rigid and autocratic management system, MBO often has been very successful

False; ...has often failed.

T/F-- creating and maintaining behaviorally-anchored rating scales requires little time and effort.

False; it requires extensive time and effort

T/F--Narrative and MBO approaches work well for lower-level jobs as for jobs with more varied duties and responsibilities.

False; they do not work well with these types of jobs

In which performance appraisal tool are the ratings of employees' performance distributed along a bell-shaped curve.

Forced Distribution Method

What type of performance appraisal tool is this an example of?--- A medical clinic administrator ranking employees on a 5-point scale would have to rate 10% of the employees as a 1 ("unsatisfactory"), 20% as a 2 ("below expectations"), 40% as a 3 ("meets expectations"), 20% as a 4 ("above expectations"), and 10% as a 5 ("outstanding").

Forced distribution method

The major purpose of 360-degree feedback is

to capture evaluations of the employee's different roles to provide richer feedback during an evaluation:

Manager's appraisal responsibilities

typically rate performance of employees, prepare formal appraisal documents, review appraisals with employees, identify development areas

The _____ unit typically designs a performance appraisal system

Human Resources

_____is a series of activities designed to ensure that the organization gets the performance it needs from its employees.

Performance management

The opposite of the recency effect is the _____ effect, which occurs when a rater gives greater weight to information received first when appraising an individual's performance.

Primacy effect

T/F -- Because traits tend to be ambiguous, and favoritism of raters can affect how traits are viewed, court decisions generally have held that trait-based performance appraisals are too vague to use when making performance-based HR decisions such as promotions or terminations

True

T/F-- Because of the straightforwardness of the process, Graphic Rating Scales are commonly used in performance evaluations

True

T/F-- Comparative approaches do a poor job of linking performance to organizational goals, and by themselves do not provide feedback for improvement as well as other methods do.

True

T/F--The MBO process seems to be most useful with managerial personnel and employees who have a fairly wide range of flexibility and control over their jobs.

True

In a corporate culture based on a(n) _____ approach, employee rewards vary little from person to person and are not based on individual performance differences.

entitlement approach

Example of a deficient performance measure

measurement of an employment interviewer's performance is likely to be deficient if it evaluates only the number of applicants hired and not the quality of those hired or how long those hired stay at the company.

_____ _____ define what satisfactory job performance is, so performance standards should be established before work is performed.

performance standards

A _____approach is particularly important when evaluating CEO performance because companies want to hold top leaders accountable for corporate outcomes and motivate them to improve operational and financial results.

performance-driven

With a _____ organization, performance appraisals link results to employee compensation and development

performance-driven

What are the simplest methods for appraising performance?

category scaling methods

Performance measures that leave out some important job duties are considered

deficient

Performance standards

define the expected levels of employee performance. Sometimes they are labeled benchmarks, goals, or targets—depending on the approach taken

HR unit's appraisal responsibilities

design and maintain appraisal system, train raters, track timely receipt of appraisals, review completed appraisals for consistency.

Performance appraisal is variously called

employee rating, employee evaluation, performance review, performance evaluation, or results appraisal.

Examples of some topics covered in appraisal training

Appraisal process and timing; Performance criteria and job standards that should be considered; How to communicate positive and negative feedback; When and how to discuss training and development goals; Conducting and discussing the compensation review; How to avoid common rating errors

For a waitperson, the behavior "menu up-selling" can be observed and used as performance information What type of information is this considered? (Trait-based, Behavior-based, or Results-based)

Behavior-based information

_____ focuses on specific behaviors that lead to job success. (Trait-based, Behavior-based, or Results-based)

Behavior-based information

Which performance appraisal tool requires a manager to mark an employee's level of performance on a specific form divided into categories of performance.

Category Scaling Method

Tools for appraising performance

Category Scaling Methods, Graphic Rating Scales, Comparative Methods, Narrative Methods, Management by Objectives, Combinations of Methods

_____ _____ _____ sometimes are easy to develop, but they usually do little to measure strategic accomplishments.

Category scaling methods

The manager's role in performance appraisal meetings parallels that of a _____, discussing good performance, explaining what improvements are needed, and showing employees how to improve.

Coach

_____ approaches help reduce leniency and other errors, which makes them useful for administrative decisions such as determining pay raises

Comparativ

Which performance appraisal tool requires that managers directly compare the performance levels of their employees against one another

Comparative Methods

Which performance appraisal tool allows the rater to mark an employee's performance on a continuum indicating low to high levels of a particular characteristic?

Graphic Rating Scales

The _____ approach works well to link performance to organizational goals, but it can require much effort and time for defining objectives and explaining the process to employees.

MBO

An effective performance management system should do the following

Make clear what the organization expects; Provide performance information to employees; Identify areas of success and needed development; Document performance for personnel records

Which performance appraisal tool specifies the performance goals that an individual and manager identify together

Management by Objectives

_____ feedback recognizes that for many jobs, employee performance is multidimensional and crosses departmental, organizational, and even global boundaries. Therefore, information needs to be collected from many different sources to adequately and fairly evaluate an incumbent's performance in one of these jobs.

Multisource

_____methods work well for development because they potentially generate more feedback information.

Narrative

Which performance appraisal tool?--Documentation and descriptive text are the basic components of the critical incident method and the essay method.

Narrative Methods

These methods work poorly for administrative uses

Narrative methods

Organizations generally use performance appraisals in two potentially conflicting ways.

One use is to provide a measure of performance for consideration in making pay or other administrative decisions about employees. The other use focuses on the development of individuals. In this role, the manager acts more as a counselor and coach than as a judge, a perspective that can change the overall tone of the appraisal process.

Performance management links _____ to ultimate results

Organizational strategy

In a corporate culture based on an entitlement approach, performance appraisal activities are seen as having few ties to _____ and as being primarily a bureaucratic exercise.

Performance

_____is the process of determining how well employees do their jobs relative to a standard and communicating that information to them.

Performance appraisal

It is generally agreed that a legally defensible performance appraisal should include the following

Performance appraisal criteria based on job analysis; Absence of disparate impact; Formal evaluation criteria that limit managerial discretion; A rating instrument linked to job duties and responsibilities; Documentation of the appraisal activities; Personal knowledge of and contact with each appraised individual; Training of supervisors in conducting appraisals; A review process that prevents one manager, acting alone, from controlling an employee's career; Counseling to help poor performers improve

_____ _____ are used to assess an employee's performance and provide a platform for feedback about past, current, and future performance expectations.

Performance appraisals

_____ _____ are widely used for administering wages and salaries, giving performance feedback, and identifying individual employee strengths and weaknesses.

Performance appraisals

_____enables a company to convert overall strategy into results that support the mission and objectives.

Performance management

The most common employee performance measures associated with many jobs include the following

Quantity of output; Quality of output; Timeliness of output; Presence/attendance on the job; Efficiency of work completed; Effectiveness of work completed

Which performance appraisal tool lists the individuals being rated from highest to lowest based on their performance levels and relative contributions?

Ranking method

Giving a student a course grade based only on the student's performance in the last week of class and giving a drill press operator a high rating even though the operator made the quota only in the last two weeks of the rating period.—Are these examples of the recency effect or the primacy effect?

Recency effect

The _____ effect occurs when a rater gives greater weight to recent events when appraising an individual's performance.

Recency effect

A professor might receive extra compensation for securing grants or publishing papers in academic journals, or a salesperson in a retail outlet might receive extra commission pay based on how many products are sold. This is an example of what type of information? (Trait-based, Behavior-based, or Results-based)

Results-based information

Which stage of a guided self-appraisal system using MBO?--The employee and the superior review the job description and the key activities that constitute the employee's job. The idea is to agree on the exact makeup of the job

Stage 1

Which stage of a guided self-appraisal system using MBO?--Together, the employee and the employee's superior develop specific standards of performance and determine a satisfactory level of performance that is specific and measurable. For example, a quota of selling five cars a month may be an appropriate performance standard for a salesperson

Stage 2

Which stage of a guided self-appraisal system using MBO?--Together, the employee and the superior establish objectives that are realistically attainable

Stage 3

Which stage of a guided self-appraisal system using MBO?--The employee and the superior use the objectives as bases for continuing discussions about the employee's performance. Although a formal review session may be scheduled, the employee and the supervisor do not necessarily wait until the appointed time to discuss performance. Objectives can be mutually modified as warranted.

Stage 4

Performance appraisals can be conducted by anyone familiar with the performance of individual employees. Possible rating situations include the following

Supervisors rating their employees; Employees rating their superiors; Team members rating each other; Employees rating themselves; Outside sources rating employees; A variety of parties providing multisource, or 360-degree, feedback

One study concluded that conscientiousness was an important determinant of job performance. This is an example of what type of information about emoployee performance (Trait-based, Behavior-based, or Results-based):

Trait-based information

What type of employee performance information dentifies a character trait of the employee—such as attitude, initiative, or creativity—and may or may not be job related. (Trait-based, Behavior-based, or Results-based)

Trait-based information

Managers can use three different types of information about employee performance

Trait-based information, Behavior-based information, and Results-based information

Some corporate cultures are based on an entitlement approach, meaning that

adequate performance and stability dominate the organization.

Example of a contaminated performance measure

appearance might be a contaminating criterion in measuring the performance of a telemarketing sales representative whom customers never see. Managers need to guard against using deficient or contaminated performance measures

Performance appraisals can occur in two ways

informally and/or systematically