IO psych: Chapter 7-Performance apprasial

What are the steps involved in conducting a performance appraisal

(1) determine the reasons for performance evaluation, (2) identify environmental and cultural limitations that might affect the success of an appraisal system (3) determine who will evaluate performance (4) create an instrument to evaluate performance (5) explain the system to those who will use it (6) observe and document performance (7) evaluate employee performance (8) review the results of the evaluation with the employee (9) make personnel decisions such as giving raises or terminating employees (10) monitor the system for fairness and legal compliance.

And what types of methods do we have available

- 360-degree feedback: A performance appraisal system in which feedback is obtained from multiple sources such as supervisors, subordinates, and peers. - Multiple-source feedback: A performance appraisal strategy in which an employee receives feedback from sources (e.g., clients, subordinates, peers) other than just his or her supervisor. - Rank order: A method of performance appraisal in which employees are ranked from best to worst. - Paired comparison: A form of ranking in which a group of employees to be ranked are compared one pair at a time. - Forced distribution method A performance appraisal method in which a predetermined percentage of employees are placed into a number of performance categories

What might a court pay attention to

- Has the organization provided training to supervisors regarding how to evaluate performance, communicate appraisal results, mentor underperforming employees, and make decisions on the basis of the appraisal results? - Are there gender, race, ethnicity, disability, or age differences in performance ratings? If so, are the differences supported by actual differences in performance? - Do employees with similar performance ratings receive similar outcomes such as raises, promotions, discipline, training, or promotion (Russell v. Principi, 2001)? - Are there gender, race, ethnicity, disability, or age differences in the opportunities given to improve performance (Johnson v. Kroger, 2003; Mayer v. Nextel, 2003)? -- That is, if a low-rated Asian employee is provided opportunities for improvement, is a similarly situated Hispanic employee given the same opportunities? - Are there employees who historically have received high ratings suddenly being given a low rating (Shackelford v. Deloitte & Touche, 1999)? -- If so, is the drop in ratings due to an actual performance decrease or to potential discrimination?

What are the uses of PA for organizations

- improve employee perormance by providing feedback about what employees are doing right and wrong. and determine how weaknesses can be corrected. - evaluating employee performance to provide a fair basis on which to determine an employee's salary increase. with a numerical metric - making promotion decisions - making termination decisions - conduction personnel research

What kinds of measures can we use (traits, competencies, etc...)

-A trait-focused system: concentrates on such employee attributes as dependability, honesty, and courtesy. - competency-focused dimensions: concentrate on the employee's knowledge, skills, and abilities. For example, competency-focused dimensions might include writing skills, oral presentation skills, and driving skills. - Task-focused dimensions: are organized by the similarity of tasks that are performed. For a police officer, such dimensions might include following radio procedures or court testimony. Note that a task-focused dimension usually includes several competencies. For example, to receive a high rating on the dimension of court testimony, the officer would need the competencies of public speaking, organization, and knowledge of the law. - Goal-focused dimensions: organize the appraisal: on the basis of goals to be accomplished by the employee. Sticking with our police officer example, goals might include preventing crimes from occurring, finishing the shift without personal injury, and minimizing the number of citizen complaints. - contextual dimensions: the effort an employee makes to get along with peers, improve the organization, and perform tasks that are needed but are not necessarily an official part of the employee's job description.

What is Performance appraisal

A performance appraisal is a regular review of an employee's job performance and overall contribution to a company. Also known as an "annual review," "performance review or evaluation," or "employee appraisal," a performance appraisal evaluates an employee's skills, achievements and growth, or lack thereof

What are BOSs and BARSs

BARSs: behaviorally anchored rating scales to rate performance BOSs: method of performance appraisal in which supervisors rate the frequency of observed behaviors

What are the findings with respect to gender and OCBs

Based on self-report OCB studies, female employees tend to report that they perform more communal OCB (e.g., altruism) than do male employees, whereas male employees tend to report that they perform more agentic OCB (e.g., sportsmanship) than do female employees. However, supervisors do not appear to rate male and female employees differently on OCB performance. Our review also suggests that even with the same amount of OCB performance, female employees tend to be disadvantaged with regard to career-related outcomes (e.g., promotion) relative to male employees

What are OCBs?

Organizational citizenship behaviors (OCBs): Behaviors that are not part of an employee's job but which make the organization a better place to work (e.g., helping others, staying late).

Subjective vs objective measures (what can we use for each ). With Subjective methods, what are the difference potential issues/psychological processes that can come into play (bias, halo error, leniency, etc...). Be sure to understand the different way we can use subjective methods...paired comparisons vs, employee comparisons for example), and understand pros and cons of these methods.

objective measure - Quantity: A type of objective criterion used to measure job performance by counting the number of relevant job behaviors that occur. - Quality: A type of objective criterion used to measure job performance by comparing a job behavior with a standard. - attendance - safety

Why are they critical

they are important characteristics that employers look for when hiring people, because they are good indicators of productive employees