IO Psych Chapter 5 Performance Measurement

trait ratings

-DON'T USE -Traits are predictors of performance NOT measures of it

difference between performance management and performance appraisal

-Performance management is more frequent and initiated my supervisor or subordinate -doesn't just look at effectiveness and areas of improvement but seeks to understand the performance criteria, explain it to employee how their behaviors fit in criteria and show potential areas for improvement -performance appraisal focuses on measurement of performance but largely rejects the other two components of performance management

employee comparison methods

-Simple ranking: rank all the employees based on their performance and compare them to see who is doing the best and who needs improvement -Paired comparison method: compare an aspect of a person against the same aspect of another person in the same work group and do that will all people and all aspects of behavior

uses of performance measures

-criterion data -employee development -motivation/satsifcation -rewards -transfer -promotion -layoff

Performance Management

-emphasize link between individual behavior and organizational strategies and goals by defining employee performance within the context of those goals -jointly developed by managers and the employees who work for them

BOS behavioral observation scale

-evaluates actual behavior that has happened

task based rating

-extension of job analysis -Rater is asked to evaluate effectiveness of employee on individual critical tasks or on groups of similar tasks referred to as "duties"

checklist

-given a list of behaviors and told to check the ones that best or least describe the ratee -usually items have values assigned to them (which the rater doesn't know) and the sum of all the checkmarks is their performance (called a WEIGHTED CHECKLIST) -forced choice: force rater to choose a certain number of things from a list of important characteristics that best describe the ratee -managers don't like forced choice because it's hard for them to know if they're rating someone well or not

BARS (Behaviorally Anchored Rating Scales)

-has behavior anchors to describe what an employee has done (or might be expected to do) in a particular duty area -very time consuming, requires lots of communication between

performance management cons

-too much focus on administrative issues and not enough focus on expectations, setting objectives and deadlines, providing continual feedback and guidance and addressing performance gaps

critical incidents methods

-use rating scales of effective and ineffective responses to critical incidents to assess employee -give employee potential incidents and ask them to fill out what they believe to be the most and least effective solutions

3 components of performance management

1. definition of performance (includes organizational objectives and strategies) 2. actual measurement process itself 3. communication between supervisor and subordinate about how their behavior fits into organizational expectations

Structural characteristics of a performance rating scale

1. extent to which duty or characteristic being rated is behaviorally defined 2. extent to which meaning of response categories is defined (ex: do they define what a rating of "satisfactory" or "4" means) 3. degree to which person person reviewing the ratings can understand the response the rater intended

3 types of performance measures

1. objective 2. judgmental 3. personnel

Electronic Performance Monitoring

Monitoring work processes with electronic devices -video cameras, audio and computer monitoring (e-mail tracking etc) -has pros and cons -pros: can improve productivity in work if the worker is highly skilled, if the workers have a say in the monitoring being done, if the monitoring is job relevant, if the monitoring can be delayed or paused at times -Cons: can decrease worker self esteem, lead to workers feeling uncertain in their position in the organization, break down of trust between employer and employee

Graphic Ratings Scales

graphic display of performance scores that runs from high on one end to low on the other end -ratees care about how many steps there are because the more steps there are on the scale, the greater potential for improvement: 9 point scale vs. 3 point scale >easier to jump a point up in 9 points rather than just 3

Duties

groups of similar tasks -each duty involves a segment of work directed at one of the general goals of the job

relationships among performance measures

the relationships among different types of performance measures are weak -objective measures of performance and judgmental measures (ratings from supervisors) do not have a correlation -PERFORMANCE MEASURES DO NOT SEEM TO BE INTERCHANGEABLE -Each performance measure gives different perspective on performance -objective measures are appealing because they are (more) empirical than judgmental measures, but they're not always more reliable -JUDGMENTAL PERFORMANCE MEASURES=MORE LIKELY TO CAPTURE NUANCE AND COMPLEXITY OF PERFORMANCE THAN OBJECTIVE MEASURES