mgmt 343 exam 4

question: in prep for nicole's appraisal, paul recalls his over impression of nicole as disorganized. based on this, he rates nicole 3/5 for punctuality and creativeness. what is this an example of? A. primacy effect B. halo effect C. contrast effect D. horns effect E. strictness effect

D. horns effect - paul had a negative impression of nicole, rated her low in categories not related to impression

empirical evidence for goal setting theory

- specific goals lead to higher perf for simple and complex tasks, but its stronger for simple - participative, assigned, and self set goals are equally effective - respond to participative more positively when clear task info & experience

quality approach examples (2)

1. TQM: continuously improve productivity & meeting expectations 2. business process reengineering (BPR): examines how processes can be dramatically improved

minimizing voluntary turnover (4)

1. address hygiene and motivation factors 2. allow prosocially motivated actions (act to benefit others) 3. implement employee assistance programs 4. exit interviews: formal meeting w rep and departing employee, ask reason for leaving

3 management purposes

1. administrative: record keeping (use data to make decisions) 2. strategic: employee behavior consistent w org strategy 3. developmental: manage growth of employees

behavioral approach examples (3)

1. behaviorally anchored rating scale (BARS): diff behaviors on scale ranked (a behavior has number associated) 2. behavioral observation scale (BOS): statements describing examples of ideal observable behavior (choose 1-5) 3. critical incidents: supervisors document specific examples of good and bad behavior

other factors that shape pj perceptions (6)

1. consistency: applied consistently over time 2. bias suppression: applied by a person w no relationship w individual 3. information accuracy: based on true info 4. correctibility: built in safeguards to appeal mistakes 5. representativeness: the people who will be affected by the process should have input in the process 6. ethicality: consistent w prevailing moral standards

steps in perf mgmt process (6)

1. define perf outcomes 2. develop employee goals 3. provide support 4. evaluate perf 5. identify improvement areas 6. provide consequences for results

how do specific goals lead to better performance? (4)

1. directs one attention to focus on goal 2. regulates ones effort 3. increases ones persistence 4. encourage development of goal attaining strategies/action plans - may not reach goal immediately but helps motivate

best practices of perf appraisals (4)

1. document performance appraisals 2. base eval o job description 3. provide support and guidance for poor performers 4. train rates to rate fairly

factors that shape interactional justice (4)

1. explanation: provide explanation of actions 2. social sensitivity: be aware of feelings 3. consideration: possibly accommodate 4. empathy: put yourself in someone elses shoes

recommendations for effective feedback (4)

1. give feedback frequently 2. focus feedback on behavior or results, not traits 3. focus on solving problems; constructive criticism 4. agree to specific goals and review progress

attribute approach examples (2)

1. graphic rating scale: list of desired traits is used as a scale (checkmark traits) 2. mixed standard scale: rated based on statements representing levels of traits

venue/training site (4)

1. high collaboration, high self direction 2. high collab, low self 3. low collab, low self 4. low collab, high self

benefits of perf appraisals (4)

1. increase moral 2. reduced turnover 3. clarification of work standards 4. identification of improvements, training, and candidates for promotion/raise

What are the factors managers should consider in analyzing poor employee performance? (5)

1. input: does the employee know what they r supposed to do? do they have resources? is job flow logical? 2. employee characteristics: does this employee have the skills and knowledge? is the employee able to perform at level? 3. feedback: has the employee received relevant feedback? 4. perf standards/goals: do standards exist? does the employee know them 5. consequences: are they aligned w good perf? are they valuable?

physical job withdrawal (4)

1. leave job 2. internal transfer 3. absenteeism 4. tardiness - finding new job, using PTO, dont like job

results approach examples (3)

1. management by objective : managers & subordinates agree about goals 2. balanced scoreboard: integrates 4 dimensions of perf 3. productivity measurement & eval system: measures and feeds back productivity statistics

stages of adr (4)

1. open door policy: meet w manager to talk 2. peer review: other employees review fairness 3. mediation 4. arbitration

What are sources of employee job dissatisfaction? (4)

1. personal disposition 2. tasks & roles 3. supervisors & coworkers 4. pay & benefits

employee discipline: strengthen good behaviors (2)

1. positive reinforcement: give rewards 2. negative reinforcement: ex. absence of good or bad, car alarm when you dont seatbelt, "nagging"

comparative approach examples (3)

1. ranking: best to worst "simple ranking" 2. forced distribution: employees are designated categories (top 10%) 3. paired comparison: employees compared in pairs w every single employee (1v1)

What are the four approaches to reducing rating errors in evaluating employee performance?

1. rate error training: make ppl aware of errors and develop ways to minimize 2. frame of reference training: emphasize multidimensions of perf by using "high, med, low" ranks; provide examples for each dimension 3. unconscious bias training: make employee aware of bias and reduce its impact 4. calibration meetings: discuss employee perf w goal of ensuring standards are applied to their evaluation

What are the four types of employees, in terms of performance, based on ability and motivation? What are ways to manage these types of employees?

1. solid performers: high ability & motivation; reward good perf, identify development opps and provide feedback 2. misdirected effort: high motivation, low ability; coach them, frequent feedback, set goals 3. underutilizers: low motivation; high ability; like rewards to perf, manage stress, offer training 4. deadwood: low ability and motivation; demotion, fire, feedback, withhold raises

characteristics of good approaches & perf measures (5)

1. strategic congruence: consistency of goals w org 2. validity: measures assess only relevant aspects 3. reliability: measure yields consistent results 4. acceptability: perceived fairness of measure 5. specificity: measure provides detailed guidance/expectations

factors that shape procedural justice (4)

1. voice: employee input in policy; more voice, more fair to a point 2. supervisor visibility: supervisor monitoring (employee sees), believe supervisor will be fair 3. distributive justice: fairness of outcomes, explain reasoning 4. organizational structure: centralization and PJ negative correlation; more central less pj - formalization not correlated

employee separation (2)

1. voluntary: employee initiated 2. involuntary; employer initiated

outcomes of needs assessment (6)

1. what trainees need to learn 2. who receives training 3. what methods are appropriate 4. guidance on frequency of training 5. buy vs build training 6. training vs other hr options (selection, redesign)

question: which of the following is a statement describing a critical incident involving Mary. who will be undergoing formal appraisal soon? A. Mary is friendly with her managers B. Mary communicated patiently with a guest C. Mary is always on time D. Mary put in her time-off request E. Mary tends to be good at handling guests

B. Mary communicated patiently with a guest - a specific example of good behavior

question: encouraging employees to participate in decision making is more effective for improving organizational goals than setting performance goals. True or False?

False; perf goals r the best to motivate

job related competencies

KSAOs (knowledge, skills, abilities, other) that an employee needs to perform their current job

360 appraisal (5)

Process of using multiple sources of appraisal to gain a comprehensive perspective on one's performance - managers, customers, peers, self, and subordinates

lesson

organized set of topics designed to meet a narrow set of learning objs - 'program design': preparing for a negotiation

module

a collection of topics within a lesson

schema

abstract mental representation, or summary of particular stimulus - organize what we see

bad vs good training objs

bad: "training should result in 20% increase in profitability" - "employees expected to realize __" good: "employee should be able to demonstrate method after training"

attention

becoming consciously aware of something or someone - cannot perceive everything

principles to apply discipline: throndike's law of effect

behaviors w favorable consequences are repeated, unfavorable disappear

biases and perceptual errors

bias: systematic tendency to interpret information that results in accurate perceptions - not just a one time thing, systematic

Addie: Analysis

breaking things down, exploring the way things are and comparing them w how they should be (revisit mission and strategy) -aka needs assessment - 3 levels: organizational, person and task

generic training modes (4)

classroom (face to face), asynchronous online, synchronous online, and hybrid online

approaches to managing performance (5)

comparative, attribute, behavioral, results, quality - "cabrq"

topics

concepts, theories, etc that constitute actual set of info presented in a lesson

employee discipline

consists of efforts, activities, etc ained at influencing employee behavior through reinforcement

What are the two usual reasons why a performance measure is not sufficiently valid?

contamination & deficiency - to be valid, must not be deficient/contamination - deficiency:does not measure all aspects of performance (evaluating teachers based on research, not their teaching) - contamination: evaluating irrelevant aspects of perf (using sales figures for evaluating employees, each employee in diff territory which means diff obstacles)

elements of a training program (4)

content, venue/training site, trainers/facilitators, training materials

formal training

courses conducted in pre-specified, scheduled conditions - i.e. new employee orientation

Addie: Design

create a guiding framework for training program based on analysis - create learning environment by formulating objs - prepare design document

Addie: development

creating, securing and preparing resources to be used in training program - "gearing up" or preparing - refine plans, reserve venue, update materials

job involvement

degree to which a person's job is central to their identity - job perf central to self worth - positively coordinated w employee engagement, but NOT the same

attribute approach

employee evaluated based on extent of which employee develops certain characteristics deemed relevant for good job perf - subjective

quality approach

employee evaluation is similar to results approach, but w an emphasis on customer orientation & improvement

comparative approach

employees performance is based on performance of other employees

perceptual errors: recency effect

employees recent behavior significantly influences appraisal more than behavior over entire time

What are limits to the employment-at-will doctrine?

employees that are fired sometimes sue their employers for wrongful discharge

behavioral approach

evaluates based on an employees actions, compared to establish standard of behavior

perceptual errors: horns effect

evaluator's general negative impression results in low ratings

perceptual errors: halo effect

evaluator's general positive impression results in high ratings

questions: a suspension letter is invalid if it is not signed by the employee being suspended. true or false?

false, a third party witness can sign it and note the refusal

results: balanced scoreboard (4)

financial, customer, internal/operations, and learning & growth - not always directly translated

performance appraisals

formal evaluation of an employee's job performance & contributions to org

progressive discipline

formal process aimed at modifying unacceptable employee behavior through series of increasingly severe punishments/negative outcomes - must be grounded in procedural and interactional justice

perceptual errors: leniency

giving high ratings to ALL employees regardless of perf

perceptual errors: strictness

giving low ratings to ALL employees regardless of perf

training materials (4)

handbook, presentation slides, software, other - can develop or update

perceptual errors: confirmation bias

interpreting data in ways that are partial to existing beliefs - "prior hypothesis bias" - looking for info that pushes your narrative

why is training important

its an efficient way to equip employees w ksaos to do their job well - provides many benefits: fewer operating problems, more satisfied customers, and safe workplace

principles to apply discipline: skinner's operant theory

link target behavior and consequences, "if-then statements" - contingent consequence (immediate)

behavioral approach: competency model

lists and defines behaviors reflecting skills, knowledge etc that enable an employee to perform successfully

Alternative dispute resolution (ADR)

method of resolving disputes that may arise from employee discipline or other mgmt issues - does not rely on legal system - may involve more than 2 parties - timely, constructive and cost effective

multitasking

not optimal, attention is spread out, makes things hard to focus on

salient stimuli

novel or unusual - dominant in visual field - consistent w ones interests

ADDIE model

one way of thinking about process for designing/managing training programs - Analysis, Design, Development, Implementation, Evaluation

content: curriculum

organized set of courses designed to meed complex set of learning objs - becoming certified HR prof

training mode

particular form that training activity assumes - can involve more than one approach

training approach (method)

particular method used as part of training activity

goal setting theory

people w specific & difficult goals attain higher levels of performance than those w "do your best" goals - motivate more

procedural justice

perceived fairness of the processes by which employee outcomes are determined

interactional justice

perceived fairness of way in which employees are treated on a day-to-day basis

organizational identification

perception of oneness or belongingness to an org - do not need to work for the org - "psychologically intertwined w org" - people who want a company to do well, like rooting for a sports team

perceptual errors: contrast effect

perceptions of employees are distorted by perception of others - ratings distorted in head after seeing other people's ratings

results approach

perf evaluated based on how well specific objectives are achieved

training

planned effort by a company to facilitate learning of job-related competencies by employees

job satisfaction

positive affective reaction regarding one's job - loving your job

perception

process by which individuals select, organize, and interpret the input from their senses to make sense of the world

performance management

process by which managers ensure that employee's activities and outputs are congruent w orgs goals - define perf, measure perf, and feedbacl

learning

process of acquiring knowledge, skills, attitudes or behaviors - permanent change i.e. riding a bike

selective perception

process of filtering info received through our senses - people pay attention to salient (new/unique) stimuli

organizational commitment

psychological attachment felt by someone towards the org - affective org commitment - loving the company you work for

employee discipline: weaken bad behavior (2)

punishment & extinction (extinguish behavior, i.e. not approving overtime pay)

informal training

unstructured, can be w/ or w/o facilitator, time controlled by employee - i.e. on job buddy system

trainers/facilitators

select someone who is an expert in the subject matter and who has skills in training design/delivery - experienced in house trainers, train the trainer programs, external (consultant & outsourced)

psychological factors that shape performance appraisals (3)

selective perception, biases & perceptual errors, and stereotyping

course

set of lessons linked together with underlying theme, corresponding to competency - effective negotiations, becoming a training facilitator

stereotyping

set of overly simplified beliefs about typical characteristics of individuals belonging to a particular group (sex, age, disability, sexual orientation, race, etc)

SMART goals

specific, measurable (numeric), attainable, relevant, and timely - not specific: improve financial perf by 10% - specific: improve by cutting costs

perceptual errors: primacy effect

things that are viewed at the beginning tend to be remembered more easily than things in the middle

facilitating

training aimed at helping employees w knowledge and skill acquisition - make it easier for employees/provide opp

training objectives

what are the ksaos that the employee should achieve by the end of training - should be measurable, or observable so that training can be assessed

reducing withdrawal behaviors (4)

withdrawal behaviors can be reduced by increasing: job satisfaction, involvement, org commitment and org identification