STUDY GUIDE :)

Global Approach/ comparative approach

(general approach) Right before the performance appraisal session, sit in your office and think about their performance. Go with the image you have in your head- gut feeling

What is the correlation between intelligence and job performance?

.5 (R^2=.25 (.5x.5); 25% of the variance in performance is explained by intelligence)

Goals of feedback:

1. Define what you want employees to do, 2. Measure this performance in an unbiased manner, 3. Feedback the information to the employee

Perfect negative relationship

=-1

Perfect positive relationship

=1

Training

A planed effort to facilitate the learning job related knowledge, skills, and behaviors by employees (can be formal and informal)

What are the two traits that best predict success?

Cognitive ability and consciousnesses

What is the most generalizable predictor of success?

Extraversion

Task Performance

Formally defined behaviors that contribute to organizational objectives

Attribute Approach

Graphic Rating Scale. Identify all critical knowledge, skills, abilities (KSAOS), and other factors required by the job.

What are some selection measures?

Interviews, resumes and surveys, work samples, drug test and background checks.

What is selection based on the SG Cowen case?

It means making choices based on peoples abilities, and that the hiring manager needs to make the hiring call before HR because the manager is going to be the one working with them on a daily basis.

Interpersonal relationship/ mentoring:

Learning from a more experienced employee who looks out for the protégé.

Drug Test/ background check

Mainly an American tradition. assume they're going to happen

Results Approach

Management by objectives (MBO). o Very straightforward in jobs where objective performance criteria are available. Each level of the company sets goals for the level below with participating employees

Content Validation

Not statistically derived, relies on expert judgment. Asks, "Does the content of the measure SEEM to relate to the job?

Extraversion

Outgoing, talkative, energetic, dominant

Tests and surveys

Physical, cognitive, personality tests

Human Resource Management:

Policies, practices, and systems that influence employee attitudes and performance

360 degree

Provide feedback in form of written report and discuss with the boss to use in goal setting. Also used for performance appraisal

How to measure performance

Reliability, validity, specificity, acceptability, strategic congruence

What must measures be to be valid?

Reliable

What are good selection measures?

Reliable, valid, generalizable, legal and useful (measure people by assigning them a number which is either good or bad)

Resumes and surveys

Resume can be lied on, dishonest, and fabricated

Does the measure reinforce the kinds of behaviors that support company goals?

Strategic Congruence

Interviews structured Vs unstructured

Structured: asks candidates the same questions can grade them Unstructured: tell me about yourself; hard to tell who is the best fit when you talk about different criteria

TRUE/ FALSE: Training is focused on what is needed to perform the job NOW and development is for the FUTURE.

TRUE

True/ False: Correlation between job satisfaction and job performance does NOT mean that job satisfaction causes job performance because there could be a different reason for something to happen (ice cream and drowning)

TRUE

On the Job Learning:

Teaching specific job related skills through observation, understanding, and imitation

Human capital

The Knowledge, Skills, and Abilities (KSAs) embodied in the organization's workforce (Stems from effective selection, development, and management of employees)

Valid

The extent to which the measure correlates with some outcome of interest (ONLY relevant aspects of performance).

Selection

The process by which companies decide who will or will not be allowed into the organization

Organizational Behavior

The study of individuals and groups in organizations and how their attitudes and behaviors affect organizational performance

Legal

To make sure our measurements don't discriminate against any groups (civil rights act, age discrimination, disabilities)

Neuroticism

anxious, afraid, moody, envious, lonely (emotionally stable)

What to include in feedback:

behavior, knowledge, skills, and abilities

Behavioral Approach

behaviorally anchored rating scale (BARS). Start off by identifying all critical tasks, then design some sort of questionnaire to assess the behaviors critical on those tasks. "create a diary of critical instances that you're interested in"

Expressing reliability

can be expressed in the units of whatever measure we are using to calculate that measures standard error (some use .70 as good enough)

Assessment and feedback

collect info and provide feedback about behavior, knowledge, skills and abilities

What are the methods for assessing validity?

concurrent validation, predictive validation, content validation

The Ugly

counterproductive behavior

Specificity

degree to which the measure gives specific guidelines for: behavioral expectations and behaviors that need to be improved

Organizational Citizenship Behavior (OCB)

discretionary behaviors that fall outside of an employees job description and that promote the effective functioning of the organization.. going above and beyond the call of duty. (Altruism, civic virtue, sportsmanship, courtesy)

Acceptability

do the users (managers and employees) accept the measure as a good performance measure? too much detail makes a performance measure hard to use. Want to make sure you communicate clearly what you expect and that fair measures are free from bias

Gerneralizable

does the validity of our measurement generalize other jobs, organizations, kinds of people, time periods

Formal Education

facts, new skills, classroom setting, cost effective, effect is not always clear

Feedback

give it often, in a constructive manner, don;'t only focus on the negative, positive too, and give it based off the behavior. Clear specific and attainable goals.

Predictive Validation

give measure to job applicants, but don't use it to hire; hire at random or using something else that is unrelated to the measure. The correlate it with performance several months later

Concurrent validation

give measure to people already on the job, correlate with performance at the time (act score or gpa)

Useful (utility)

how useful the measure is in terms of increasing overall profitability

Openness to experience

imaginative, curious, prefers variety, non- traditional

Agreeableness

kind, sympathetic, cooperative warm, considerate

Ensuring employee readiness

motivate them to be ready for training, make sure the environment wants people to learn, make sure people can practice what they've learned

Google's performance management:

need to make sure the measure is acceptable. It's not very specific (behavioral), acceptable with managers, what makes them "tick: is in the line with their strategy, and reliable and valid

Work Samples

provides samples of your work (ex. portfolio)

Three types of goals

strategic, administrative, developmental

The good

task performance, organizational citizenship (discretionary behaviors that fall outside of an employees job description and that promote the effective functioning of the organization )

Correlation

tells you something about how related two measures are to each other

Cognitive ability test

test to see if you're smart enough to work here

Development

the acquisition of knowledge, skills, and behaviors that improve an employees ability to meet changes in job requirements an in client and customer demands

Withdrawal

the bad- : unfavorable job behaviors, lateness, and absenteeism, suggesting employees' desire to withdraw from their work, but yet to remain employed. (both psychological and physical: tardiness/ leaving work early, using time for personal matters, 3 hour lunches)

Reliable

the degree to which a measure is free from random error. Consistent with items, times, and raters.

Performance

the good, the bad, and the ugly

Weak Correlation

the graph is less compacted

Strong Correlation

the graph is more compacted

Performance Management:

the process by which managers ensure that employees' activities are congruent with organizational goals (Goals= strategic, administrative, developmental)

counterproductive work behavior

the ugly- any intentional behavior on the part of an employee that when viewed from the organizations perspective is contrary to its legitimate interests. Intentionally hurting your organization, sexual harassment falls under this. Going against the vision and strategy of the company

Conscientiousness

through, careful, efficient, organized, disciplined

Needs assessment

who needs to be trained, does the organization need trained, what needs to be trained

The bad

withdrawal