I/O CH 7 (&8)

Behavioral Observation Scale (BOS)

a variation of a BARS which uses all behaviors necessary for effective performance to rate performance at a task

modeling / social learning

learning through watching and imitating the behavior of others

apprentice training

a training program, usually found in the craft and building trades, in which employees combine formal coursework with formal on the job training

role-play

a training technique in which employees act out simulated roles

if it only physically and psychologically stimulate actual job conditions

when is a stimulation exercise only effective?

rank order

a method of performance appraisal in which employees are ranked from best to worst (difficult when there are too many employees)

webcasts

a noninteractive training method in which the trainer transmits training information over the internet

informally - complaints - complimenting a manager/employee formally - evaluation cards

how can customers evaluate/appraise an employee?

skill test

A test that measures an employee's level of some job-related skill.

employee reactions

most commonly used method; asking employees of their opinions of a training program (lowest level)

feedback

providing employees with specific information about how well they are performing a task or series of tasks

survey

questionnaires asking employees about the areas in which they feel they need training (ideal if employees given a list to which they rate the need for training)

- managers are often busy with their work - employees act differently around a supervisor than around other workers - cognitive processing (stress, impression, leniency, affect)

reasons why there is infrequent observation during performance appraisal

recency effect

recent behaviors are given more weight in the performance evaluation than behaviors that occurred during the first few months of the evaluation period

false

t or f: the "sell and tell" approach by the evaluator accomplishes greatly in improving performance of employee

true; true

t or f: training compensates for the inability to select desired applicants t or f: training is used to teach knowledge and skills that, while not currently needed, will be needed in the future

return of investment

the amount of money an organization makes after subtracting the cost of training or other interventions

peter principle

the idea that people usually rise to the level of their incompetence

pass-through programs

a formal method of coaching in which excellent employees spend a period of time in the training department learning training techniques and training employees

job rotation

a system in which employees are given the opportunity to perform several different jobs in an organization

employees with the most seniority

in union organizations, the policy is to promote employees with...?

feedback sandwich

-positive feedback -constructive feedback -positive feedback

- raters commit the errors - raters have different standards and ideas about ideal employee - two different raters may actually see very different behaviors by the same employee

3 reasons why for lack of reliability across raters

held throughout the year

informal "progress" checks should be held how often in order to provide feedback?

living case

A case study based on a real situation rather than a hypothetical one

wiki

A collection of web pages in which users can create web pages on a topic and readers can freely edit those pages.

paired comparisons

A form of ranking in which a group of employees to be ranked are compared one pair at a time.

performance appraisal review

A meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal results.

business impact

A method of evaluating the effectiveness of training by determining whether the goals of the training were met.

forced-choice rating scale

A method of performance appraisal in which a supervisor is given several behaviors and is forced to choose which of them is most typical of the employee.

subordinate feedback/upward feedback

A performance appraisal process for managers that includes subordinates' evaluations.

solomon four groups design

An extensive method of evaluating the effectiveness of training with the use of pretests, posttests, and control groups.

on-the-job training

informal training by experienced peers and supervisors that occurs on the job and during job tasks

central tendency error

Error that occurs when an appraiser rates all employees within a narrow range, regardless of differences in actual performance.

skill-based pay

Compensating an employee who participates in a training program designed to increase a particular job-related skill.

massed practice

Concentrating learning into a short period of time.

secret shoppers

Current customers who have been enlisted by a company to periodically evaluate the service they receive

error

Deviation from a standard of quality; also a type of response to communication overload that involves processing all information but processing some of it incorrectly.

asynchronous technologies

Distance learning programs in which employees can complete the training at their own pace and at a time of their choosing

synchronous technologies

Distance learning programs that require employees to complete the training at the same time and at the same pace although they may be in different physical locations

employee learning

Evaluating the effectiveness of a training program by measuring how much employees learned from it.

horizontal skill plans

Focus on skills used across multiple jobs

vertical skill plans

Pay for skill in a single job

overlearning

Practicing a task even after it has been mastered in order to retain learning

progressive discipline

Providing employees with punishments of increasing severity, as needed, in order to change behavior

distribution errors

Rating errors in which a rater will use only a certain part of a rating scale when evaluating employee performance.

depth skill plans

Reward employees for learning specialized skills

cross-training

Teaching employees how to perform tasks traditionally performed by other employees.

- focus on goals - extent to which training will help achieve those goals - ability to conduct training - extent to which employees are willing and able to be trained

description of properly conducted organizational analysis

real play

employees practice their skills on actual customers

rank and yank

forced distribution method is also known as...?

critical incident log

formal accounts of excellent and poor employee performance that were observed by the supervisor; helps supervisors recall when evaluating

application of training

measurement of the effectiveness of training by determining the extent to which employees apply the material taught in a training program

forced distribution method

method of performance measurement that assigns a certain percentage of employees to each category in a set of categories

interview

needs analysis that is done with a selected number of employees; yield an in depth answer but are difficult to quantify

critical incident technique

not a commonly used method for training needs; logic is: poor performance means the areas by which employees should be trained

proximity error

occur when a rating made on one dimension affects the rating made on the dimension that immediately follows it on the rating scale

- probationary period (3-6 months) - violation of company rules - inability to perform - layoff

only four reasons that an employee can be legally terminated

- content validity - employee reactions - employee learning - application of training - business impact - return on investment

six levels at which training effectiveness can be measured

employment-at-will statements

statements in employment applications and company manuals reaffirming an organization's right to hire and fire at will

1. determine purpose of appraisal 2. identify environment and cultural limitations 3. determine who will evaluate performance 4. select the best appraisal method 5. train raters 6. observe and document performance 7. evaluate performance 8. communicate appraisal results to employees 9. make personnel decisions 10. monitor the legality and fairness of the appraisal process note: #1-10 - as needed #4 - annually #5 - daily

steps for evaluating employee performance

end result

though supervisors may not see every minute of an employee's behavior, they do see the...?

- classroom - distance learning - on the job

three broad methods of delivering the training

- what learners are expected to do - the conditions where they are expected to do it - level at which they are expected to do it

three conditions under training goals and objectives

- organizational analysis - task analysis - person analysis

three types of needs analysis

mentor

an experienced employee who serves as a teacher and counselor for a less-experienced person

webinar

an interactive training method in which training is transmitted over the internet

annually (once a year)

performance appraisals are typically conducted once a year

training

A planned effort to enable employees to learn job-related knowledge, skills, and behavior

behavioral checklist

A method of performance appraisal that involves a list of behaviors, expectations, or results for each dimension that the rater checks; can be written in BEHAVIOR-FOCUSED or RESULT-FOCUSED system

graphic rating scale

A method of performance appraisal that involves rating employee performance on an interval or ratio scale. (susceptible to halo error and leniency error)

Averaging versus adding model

A model proposed by Anderson that postulates that our impressions are based more on the average value of each impression than on the sum of the values for each impression.

multiple-source feedback

A performance appraisal strategy in which an employee receives feedback from sources (e.g., clients, subordinates, peers) other than just his/her supervisor.

listserv

A program that automatically distributes e-mail messages to a group of people who have a common interest

functional resume

A resume format in which jobs are grouped by function rather than listed in order by date

interactive video

A training technique in which an employee is presented with a videotaped situation and is asked to respond to the situation and then receives feedback based on the response

behavior modeling

A training technique in which employees observe correct behavior, practice that behavior, and then receive feedback about their performance.

quantity

A type of objective criterion used to measure job performance by counting the number of relevant job behaviors that occur.

halo error

Occurs when rater allows either a single attribute or an overall impression of an individual to affect the ratings that she makes on each relevant job dimension.

transfer of training

The extent to which behavior learned in training will be performed on the job

infrequent observation

The idea that supervisors do not see most of an employee's behavior.

employment-at-will doctrine

The opinion of courts in most states that employers have the right to hire and fire an employee at will and without any specific cause.

contrast error

The performance rating one person receives can be influenced by the performance of a previously evaluated person

organizational analysis

The process of determining the organizational factors that will either facilitate or inhibit training effectiveness

needs analysis

The process of determining the training needs of an organization.

person analysis

The process of identifying the employees who need training and determining the areas in which each individual employee needs to be trained

resume

a formal summary of an applicant's professional and educational background

case study

a training technique in which employees, usually in a group, are presented with a real or hypothetical workplace problem and are asked to propose the best solution

quality

a type of objective criterion used to measure job performance by comparing a job behavior with a standard

assimilation

a type of rating error in which raters base their rating of an employee during one rating period on the ratings the rater gave during a previous period

blog

a website in which the host regularly posts commentaries on a topic that readers can respond to

- by comparing employees with another (ranking) - objective measures - supervisor rate

after dimensions of performance appraisal is figured, the next is to evaluate performance by three ways, which are?

professional coaches

also known as corporate coaches; are hired to coach a particular employee, usually a manager; help identify strengths and weaknesses, set goals, solve problems

simulation

an exercise designed to place an applicant in a situation that is similar to the one that will be encountered on the job

task-focused dimension

appraisal dimension that focuses on the similarity of asks that are performed; easier to evaluate than other dimensions but more difficult to offer suggestions for how to correct deficiency

- job analysis - raters were trained - raters had the opportunity to observe - performance standards were informed to employee - employees reviewed and commented to appraisal review

appraisal ratings are most likely to survive a legal challenge if they are based on...?

- absenteeism - tardiness - tenure

attendance (in objective measures of appraisal) can be separated into three distinct criteria, which are:

- focus of the performance appraisal dimensions - whether to use rankings or ratings

before making an actual performance appraisal instrument, two decisions must be made, which are:

assume employee performance is normally distributed (there is best performer and worst even if there is a possibility that there really is no worst)

disadvantage of forced distribution method

performance appraisal scores

easiest method of needs analysis; a rating representing some aspect of an employee's work performance

in-house trainers

employees of the organization that does training programs that will be presented too frequently to justify the cost

- rule must exist - employee must know rule - proof of violation - extent to which rule has been enforced - extent to which punishment fits the crime

factors to be considered when an employee must be terminated

- rapport - role of performance appraisal - how appraisal was conducted - how the evaluation process was accomplished - expectation that interview will be interactive - goal of understanding and improving performance

flow of communicating appraisal results to employees

basic skill plans

focus on such basic skills as math and English

employee performance record

more formal method for using critical incidents; developed at general motors; half of the sheet is used to record examples of good behaviors, and the other half to record examples of good behaviors, and the other half to record examples of poor behaviors

supervisor rating

most common source of performance

- providing employee feedback and training - determining salary increase - making promotion decisions - making termination decisions - conducting personnel research

most common uses and goals for performance appraisal

upward feedback

other term for subordinate feedback

- performance appraisal scores -surveys - interviews - skill and knowledge tests - critical incidents

person analysis uses these to determine the individual training needs for each employee

- goal of ice breaker - length of session - nature of audience

three considerations in choosing an icebreaker

- action word - item - condition - standard

goal statements usually include...?

knowledge test

A test that measures the level of an employee's knowledge about a job-related topic.

programmed instruction

A training method in which employees learn information at their own pace.

leniency error

A type of rating error in which a rater consistently gives all employees high ratings, regardless of their actual levels of performance.

strictness error

A type of rating error in which a rater consistently gives all employees low ratings, regardless of their actual levels of performance.

critical incidents

a method of performance appraisal in which the supervisor records employee behaviors that were observed on the job and rates the employee on the basis of that record (excellent and poor performance)

cover letters

a letter that accompanies a resume or job application; never longer than one page

frame-of-reference rating

a method of training raters in which the rater is provided with job-related information, a chance to practice ratings, examples of ratings made by experts, and the rationale behind the expert ratings

experienced employees as coaches

a new employee is assigned to an experienced employee

360-degree feedback

a performance appraisal process in which feedback is obtained from the boss, subordinates, peers and coworkers, and the employees themselves

chronological resume

a resume in which jobs are listed in order from most to least recent

psychological resume

a resume style that takes advantage of psychological principles pertaining to memory organization and impression formation

trait-focused system

appraisal dimension that focuses on employee attributes as dependability, honesty, and courtesy; not a good idea because provide poor feedback (too personal)

competency-focused dimension

appraisal dimension that focuses on employee's knowledge, skills, and abilities; easy to provide feedback

goal-focused performance dimension

appraisal dimension that focuses on the basis of goals to be accomplished by the employee; easier for an employee to understand why certain behaviors are expected

contextual performance dimension

appraisal dimension that focuses on the effort an employee makes to get along with peers, improve the organization, and perform tasks that are needed but are no necessarily an official part of the employee's job description; similar across jobs

- employee must pay attention to behavior of other employee - employee must be able to retain the information that is being modeled - the employee must have the ability or skill to reproduce behavior

for an employee to model another's behavior, three conditions are necessary:

it results in increased levels of organizational productivity especially in the first few years, but it is unfair for employees

how does rank and yank or forced distribution method affect the company and employees?

numerical format

if performance appraisal results are to be used to determine salary increases, rather than a narrative format, one must use...?

actual behavior

in evaluating employee's efforts, peers often see the...?

Behaviorally Anchored Rating Scale (BARS)

method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance

mixed standard scales

method of performance measurement that uses several statements describing each trait to produce a final score for that trait

true

t or f: supervisors whose self ratings agree with others' ratings tend to be better performers than supervisors whose ratings are not consistent with those of others

contamination

problem with result-focused statements of behavioral checklist wherein an employee can do anything asked of her by an organization and still not get the desired results due to external factors

1. determining training needs 2. establishing goals and objectives 3. choosing the best training method 4. delivering the training program 5. motivating employees to learn during training 6. ensuring transfer of training 7. putting it all together 8. evaluation of training results

steps in designing and evaluating training systems

1. ensure legal process was followed 2. determine how much help the org can offer 3. schedule an appropriate place (must be a monday or tues) 4. during meeting, straight to the point

steps in termination meeting

- first impression - recent behavior - unusual or extreme behavior - behavior consistent with the supervisor's opinion

supervisors, when evaluating, tend to remember these from the employee:

true

t or f: an advantage to differentially weighing dimensions is that it may reduce racial and other biases

true

t or f: employees are more lenient in their peer ratings than other employees; employees tend to react worse to negative feedback from peers than from experts

false

t or f: formal methods of subordinate feedback are common and well regarded by managers

true

t or f: it is important to separate into two different conversations communicating appraisal results that will affect an employee's raise and providing feedback for improvement

false

t or f: peer ratings are not reliable when the peers who make the ratings are similar to and well acquainted with the employee being rated

tenure and job performance

the difference in compensation between two individuals within the same job is a function of...

provide feedback to the employees and assess their strengths and weakness

the most important use of performance evaluation data

fundamental attribution error

the tendency for observers, when analyzing another's behavior, to underestimate the impact of the situation and to overestimate the impact of personal disposition

- self-paced - actively involved - presents info in small units or chunks

three principles of programmed instruction

- ratings errors reduce accuracy - rarely do employees score either high or low on a dimension - current appraisal system may not provide enough info to conduct raining needs analysis

three problems that can interfere with use of performance appraisal score in person analysis

- how they are compared with others - frequency - extent to which the behaviors met the expectations

three ways in behavioral checklists that a supervisor may opt after considering the behaviors in the checklist

external trainers

trainers in an organization lack the expertise or when cost of internally developing a training program exceeds the cost of contracting with an external trainer

content validity

training can be evaluated by comparing training content with the KSAOs required to perform a job

- experienced employees as coaches - professional coaches

two forms of coaching

- graphic rating scale - behavioral checklist

two most common variation of creating ratings of performance

task analysis

use of job analysis methods to identify the tasks performed by each employee, conditions under which these tasks are performed, and the competencies

criteria

ways of describing employee success

when self-appraisals will not be used for administrative purposes as raises or promotions

when is self appraisal the most accurate?