471 Exam 3
low, low
(improving performance) deadwood has ___ motivation and ____ ability
high, low
(improving performance) misdirected effort has ___ motivation and ____ ability
high, high
(improving performance) solid performers have ___ motivation and ____ ability
low, high
(improving performance) underutilizers has ___ motivation and ____ ability
ok
(notification of layoffs) orgs that plan broad-scale layoffs may be subject to the WARN (workers' adjustment, retraining and notification act); employees covered by the law are required to give notice before any closing or layoff
80
Among full time workers in the US in 2008, women on average earned ___ cents for every dollar earned by a man
accountable, goals, directly, distorted, folklore
Appraisal politics are most likely to occur when raters are _____ to the employee being rated, the ___ of rating are not compatible with one another, performance appraisal is ____ linked to highly desirable rewards, top exec tolerate or ignore ____ ratings, and when senior employees tell newcomers company ______ that includes stories about distorted ratings
T
T/F Economic theory holds that the most profitable pay level, all things equal, would be at the market rate.
T
T/F It can be very dangerous when terminated employees develop the "nothing to lose" mentality, especially when the nature of the work adds other risk factors
T
T/F Ranking systems counteracts the tendency to avoid controversy by rating everyone favorably or near the center of the scale; useful in deciding who gets bonuses/raises/layoffs; can also hurt morale and are often not linked to org goals
T
T/F attribute rating scales can be valid and reliable when the attributes measured are linked to high performance; however being given a number to rate your attributes does not give great feedback
T
T/F behavior rating scales tend to have high validity, high acceptance, high reliability; however does not work well in complex structures where it is difficult to see link between behavior and results
T
T/F piecework incentives do not work well in jobs where output is hard to measure or where employee empowerment is large; does not encourage teamwork
T
T/F progressive discipline should cover problems such as tardiness, absenteeism, unsafe work practices, poor quantity/quality of work, sexual harassment, use of drugs or alcohol at work, theft, cyberslacking
peers
____ are great sources of performance info because they observe the employee in day-to-day activities, they have expert knowledge of job requirements, and they bring different perspective to the evaluation ; however, they are prone to bias (friendships) and are sometimes uncomfortable with rating coworkers on decisions that may affect themselves
pay
____ has large impact on employee attitudes and behaviors
self
____ ratings are rarely used alone, but can be valuable information; obvious problems: inflated assessments and contributions
test-retest
____ reliability: consistency of results over time
interrater
____ reliability: consistency of results when more than one person measures performance
strictness
_____ : (distributional rating errors) the rater favors lower rankings
central tendency
_____ : (distributional rating errors) the rater puts everyone near the middle of the scale
leniency
_____ : (distributional rating errors) the reviewer rates everyone near the top
customers
_____ : appropriate source of performance info when direct service is required and when firm relies on customer interaction for product/service development; weakness is expense.
MBO (mgmt by objective)
_____ : people at each level of the org set goals in a process that flows from top to bottom, so that all levels are contributing to the org's overall goals ; goals become standards for evaluating employee performance
rater bias
_____ : raters often let their opinion of one quality color their opinion of others (halo vs horns error)
individual
_____ bonuses are typically one time rewards given periodically and linked to performance measures rather than subjective ratings
straight
_____ commission plan: some sales people earn only commissions
progressive
_____ discipline: a formal discipline process in which the consequences become more serious if the employee repeats the offense (unofficial spoken warning, official written warning, 2 written warning, temporary suspension, termination)
contrast
_____ error: (rating errors) apparent when rater compares an individual, not against an objective standard but other employees; somebody who works well who is compared to the best employee seems to be less than average, when they are not
distributional
_____ error: (rating errors) the rater tends to use only one part of a rating scale; difficult when employees are rated by different raters (some are lenient, strict..)
halo
_____ error: (rating errors) when a bias is in a favorable direction for the employee
horns
_____ error: (rating errors) when a bias is in a unfavorable direction for the employee
porcedual
_____ justice: a judgement that fair methods were used to determine the consequences an employee receives; consistent procedures, avoidance of bias, accurate info, way to correct mistakes, ethical standards
interactional
_____ justice: a judgement that the org carried out its actions in a way that took the employee's feelings into account; explanation of decision, respectful treatment, consideration, empathy
calibration
_____ meeting: meeting at which mangers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors
skill-based
_____ pay systems: pay structures that set pay according to the employee's levels of skill or knowledge and what they are capable of doing; appropriate when changing knowledge requires employees to continually widen and deepen their knowledge
merit
_____ pay: a system of linking pay increases to ratings on performance appraisals
incentive
_____ pay: forms of pay linked to an employee's performance as an individual, group, or org member
360
_____ performance appraisal: combines info from the employees's managers, peers, subordinates, self, and customers
straight
_____ piecework plan: incentive pay in which the employer pays the same rate per piece, no matter how much the worker produces; 80 cents per component whether the employee makes 10 or 12
differential
_____ piecework plan: incentive pay in which the piece rate is higher when a greater amount if produced (and lower when under standard output)
scanlon
_____ plan: a gainsharing program in which employees receive a bonus if the ratio of labor costs to the sales value of production is below a set standard; encourage minimum labor costs
standard hour
_____ plan: an incentive plan that pays workers extra for work done in less than a preset "standard time" ; quantity oriented; disadv. causes employees to focus more on speed rather than quality or customer service
open door
_____ policy: an org's policy of making managers available to hear complaints
strategic
_____ purpose: means effective performance mgmt helps the org achieve its business objectives; links employee behavior with org goals
developmental
_____ purpose: means that it serves as a basis for developing employee's knowledge and skills; makes employees aware of strengths and weakness.
administrative
_____ purpose: refers to the ways in which orgs use the system to provide info for day-to-day decisions about salary, benefits, and recognition programs; related to employee retention, termination, hiring, and layoffs.
graphic
_____ rating scale: (attribute rating performance appraisals) lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait; low reliability
mixed standard
_____ rating scale: (attribute rating performance appraisals) uses several statements describing each trait to produce a final score for that trait
BOS (behavioral observation scale)
_____ rating scale: (behavior rating performance appraisals) a variation of BARS which uses all behaviors necessary for effective performance to rate performance at a task
critical-incident
_____ rating scale: (behavior rating performance appraisals) based on mangers' records of specific examples of the employee acting in ways that are either effective or ineffective; low employee comparison
BARS (behaviorally anchored..)
_____ rating scale: (behavior rating performance appraisals) rates behavior in terms of scale showing specific statements of behavior that describe different levels of performance
hot stove
_____ rule: principle of discipline that says discipline should be like a hot stove, giving clear warning and following up with consistent, objective, and immediate consequences
involuntary
_____ turnover: initiated by an employer (layoffs, termination..)
voluntary
_____ turnover: initiated by employee (other job offer, retire, quit..)
subordinates
_____ valuable source of performance info because they report to the employee; best chance to see how well he treats employees. Problems: power relationships involved, prefer to provide feedback anonymously
forced-distribution
_____: (comparative performance appraisals) assigns a certain percentage of employees to each category in a set of categories; works best when performance actually does vary this much and eliminates the feel to rank everybody highly
paired-comparison
_____: (comparative performance appraisals) compares each employee with each other employee to establish rankings; time consuming in large groups
simple ranking
_____: (comparative performance appraisals) requires managers to rank employees in their group from the highest performer to the poorest performer; low validity
balanced scorecard
_____: a combination of performance measures directed toward the company's long- and short-term goals and used as the basis for awarding incentive pay (4 categories: financial, customer, internal, learning/growth)
outcome fairness
_____: a judgment that the consequences given to employees are just; consistent outcomes, knowledge of outcomes, outcomes in proportion to behaviors
job satisfaction
_____: a pleasant feeling resulting from the perception that one's job fulfills or allows for the fulfillment of one's important job values
EAP (employee assistance program)
_____: a referral service that employees can use to seek professional treatment for emotional problems or substance abuse
outplacement counseling
_____: a service in which professionals try to help dismissed employees manage the transition from one job to another
job withdrawl
_____: a set of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally
ESOP (employee stock ownership plan)
_____: an arrangement in which the org distributes shares of stock to all its employees by placing it in a trust; most common form of employee ownership;
arbitration
_____: binding process in which a professional arbitrator from outside the org (lawyer or judge) hears the case and resolves it by making a decision
gainsharing
_____: group incentive program that measures improvements in productivity and effectiveness and distributes a portion of each to employees
public policy
_____: i.e. firing an employee for refusing to do something illegal
commissions
_____: incentive pay calculated as a percentage of sales made
profit sharing
_____: incentive pay in which payments are a percentage of the org's profits and do not become part of the employee's base salary; encourages employees to think like owners
contamination
_____: information that is gathered but irrelevant (validity)
ADR (alternative dispute resolution)
_____: methods to solving a problem by bringing in an impartial outsider but not using the court system
mediation
_____: nonbinding process in which a neutral party hears the case and tries to help the people in conflict arrive at a settlement
peer review
_____: process for resolving disputes by taking them to a panel composed of reps from the org at the same level as the people in the dispute
delayering
_____: reducing the number of levels in the org's job structure; more assignments are combined into a single layer; broad bands; more emphasis on acquiring experience rather than promotions
stock options
_____: rights to buy a certain number of shares of stock at a specified price
role
_____: set of behaviors that people expect of a person in a particular job
org commitment
_____: the degree to which an employee identifies with the org and is willing to put fourth effort on its behalf;decreases when employees psychologically withdrawl
job involvement
_____: the degree to which people identify themselves with their jobs; decreases when employees psychologically withdrawl
compa-ratio
_____: the ratio of average pay to the midpoint of the pay range; if average = midpoint CR is 1
deficiency
_____: the relevant measures of job performance that are not reached in determining validity
wrongful discharge
_____: when an employee is terminated with the violation of implied agreement (promise of job security..) or public policy
exempt
______ employees: managers, outside salespeople, and any other employees not covered by the FLSA requirements for overtime pay
performance
______ mgmt: the process through which managers ensure that employees' activities and outputs contribute to the org's goals
OBM (org behavior modification)
______: a plan for managing behavior of employees through a formal system of feedback and reinforcement; define key behaviors necessary, assess employees for behaviors, inform employees on behaviors/goals, provide feedback/reinforcement
appraisal politics
______: when raters distort performance evaluation on purpose to advance their personal goals
nonexempt
_______ employees: employees covered by the FSLA requirements for overtime pay
labor
_______ markets: orgs must compete to obtain human resources, establishing the minimum an org must pay to hire an employee for a particular job; cost of living is an influence of labor markets;
product
_______ markets: orgs that offer competing goods and services; try to establish competitive differentiation (quality, service, price...); labor cost is a significant part of org costs
green-circle
_______ rate: (pay ranges) pay at a range that falls below the pay range for the job
red-circle
_______ rate: (pay ranges) pay at a rate that falls above the pay range for the job
problem solving
_______: (feedback approach) mangers and employees work together to solve performance problems
tell and sell
_______: (feedback approach) mangers tell employees their ratings and then justify those ratings
tell and listen
_______: (feedback approach) mangers tell employees their ratings and then let the employee explain their side of the story
benchmarking
_______: a procedure in which an org compares its own practices against those of successful competitors
job evaluation
_______: an administrative procedure for measuring the relative internal worth of the org's jobs
FLSA (fair labor standards act)
_______: federal law that establishes a minimum wage and requirements for overtime pay and child labor
key jobs
_______: jobs that have relatively stable content and are common among many orgs; often play a significant role in the organization
hourly wage
_______: rate of pay for each hour worked
piecework rate
_______: rate of pay for each unit produced
salary
_______: rate of pay for each week, month, or year worked
compensable factors
_______: the characteristics of a job that the org values and chooses to pay for; i.e. experience, education, complexity, working conditions, responsibility...
minimum wage
_______: the lowest amount the employers may pay under federal of state law, stated as an amount of pay per hour
job structure
_______: the relative pay for different jobs within the org
equity theory
_______: when employees evaluate their pay relative to the pay of other employees; measure outcomes (pay) in terms of inputs
specific feedback
________: (criteria for effective performance mgmt) a performance measure should specifically tell employees what is expected of them and how they can meet those expectations
fit with strategy
________: (criteria for effective performance mgmt) a performance mgmt system should aim at achieving employee behavior and attitudes that support the org's strategy, goals, and culture
reliability
________: (criteria for effective performance mgmt) describes the consistency of the results that the performance measure will deliver;
validity
________: (criteria for effective performance mgmt) the extent to which a measurement tool actually measures what it is intended to measure; refers to whether the appraisal measures all the relevant aspects of performance and omits irrelevant aspects.
acceptability
________: (criteria for effective performance mgmt) whether or not a measure is valid and reliable, it must meet the practical standard of being acceptable to people who use it
legally definsible
a ________ performance mgmt system includes: evaluations based on job analyses, behaviors or results (not traits), having multiple raters (including self-appraisals), upper level mgmt should review all performance ratings, and there should be an appeals mechanism for employees
documentation
accurate and detailed _______ can be very valuable to a firm during a lawsuit aimed at a them for using wrongful discharge
often, prepared
feedback should be given ____ and well ______
ok
in general, employees compare their pay and contributions against 3 yardsticks: 1. what they think employees from other orgs earn doing the same job, 2. what they think other employees holding different jobs within the org earn, 3.what they think other employees in the org earn for doing the same job
level, structure
job structure + pay _____ = pay ______
motivation
lack of ____: mangers with an unmotivated employee can explore ways to demonstrate that the employee is being treated fairly and rewarded adequately; also counseling and stress mgmt
both
lack of ____: performance may improve if the manger directs the employee's attention to the significance of the problem by withholding rewards or providing specific feedback; fail, demotion or termination
ability
lack of ____: when a motivated employee lacks knowledge, skills, or abilities in some area; manager may offer coaching, training, and more detailed feedback
managers
most used source of performance information
ok
orgs must develop a standardized, systematic approach to discipline and discharge; these decisions should not be left solely to the discretion of individual managers or supervisors; policies should be based on principles of justice and law
differential
pay _____: adjustment to a pay rate to reflect differences in working conditions or labor markets
grade
pay _____: sets of jobs having similar worth or content, grouped together to establish rates of pay
level
pay _____: the average amount the org pays for a particular job
structure
pay _____: the pay policy resulting from job structure and pay-level decisions
policy line
pay ______: a graphed line showing the mathematical relationship between job evaluation points and pay rate
range
pay ______: set of possible pay rates defined by a minimum, maximum, and midpoint of pay for employees holding a particular job or a job within a particular pay grade
executives
pay for _____: short term-bonuses based on the year's profits, ROI, or other measures related to the org goals; long term-stock options and stock purchase plans
discrimination
performance mgmt processes are often scrutinized in cases of _____ or unjust dismissal
overload
role _____: a state in which too many expectations or demands are placed on a person
conflict
role _____: an employee's recognition that demands of the job are incompatible or contradictory ; i.e. military reservists experience roles such as soldier, family member, civilian employee..
ambiguity
role _____: uncertainty about what the org expects from the employee in terms of what to do or how to do it
TQM
the ___ performance measurement essentially combines the measurements of attributes and results
outputs, feedback
the performance mgmt process requires knowing what activities and ____ are desired, observing whether they occur, and providing ____ to help employees meet expectations
define, measure, feedback
the stages of the performance mgmt process include 1._____ desired performance, 2 _____ measure actual performance, and 3. give _____ on performance
46
women make up ___% of US employees