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48 Cards in this Set
- Front
- Back
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Describe the 5 criteria to determine effectiveness of performance management?
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1. Fit with strategy- aim in achieving employee behavior and attitudes that support organizational goals, strategies and culture.
2. Validity- whether the appraisal measures all relevant aspects of performance and omits the irrelevant. 3. Reliability- consistency of results that the performance measure will deliver 4. Acceptability- must meet the practical std of being acceptable to the people who use it 5. Specific feedback- tell employee what is expected of them and how they can meet those expectations |
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How could measuring a salesmen based on the number of calls they make be a contaminated measuring too?
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Making a lot of calls does not necessarily improve sales or customer satisfaction, unless every salesperson makes well-planned calls only. It is also unreliable.
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What is the critical incident form?
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Form that uses a method of performance measurement based on manager's records of specific examples of employees acting in effective or ineffective ways.
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The BARS performance measurement is a potential tool for small businesses manager. Describe this method using the book and include the advantages of this tool.
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Rates behavior in terms of a scale showing specific statements of behavior that describe each level of performance on the scale. This allows employees to know exactly what they must do in order to improve, or sustain. It also decreases misunderstandings of expectations.
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Describe the REACH method.
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R- build rapport: small talk, gain trust, this is a brief period that also can be used to increase predictability.
E- Establish the purpose. With 1-2 sentences let them know what the meeting is about, address your concerns to them, be very specific. A- Ask your questions. Only ask 1 question and 1 explanation. This keeps the employee from building anger, and allows them to have control. It also clears and prevents misunderstandings. C- Create a plan for the future. Sometimes as the employee speaks the may create their own viable solutions to the problem. Plan should focus on future and the behavior. H- Highlight the Plan. Continue to reiterate compliance and agreement of the plan. |
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Completely Describe the steps for performing a performance appraisal review.
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1. Plan what will be said/prepare: list of concerns, pick a few things and research them, don't bring up old issues, have employees do self evals to tell on themselves and reprimand themselves.
2. Get Feedback- they should talk 1st to address their self eval to you 3. Communicate how you view the situations 4. Reconcile Difference- do not focus on past you can only change the future focus on behaviors not the person 5. Devise a plan of action -goals "we will have..." not "we should have" -end on a positive note 6. Write up a summary of meeting, keep a copy and give 1 to the employee |
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Describe some common mistakes made by manager during a performance review.
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-focusing on person instead of behavior
-ranking forms that demote teamwork -controlling the meeting, not getting feedback -If review is never good, it will never be effective -no clear goals -correcting too many things -surprising employees |
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Why is a performance appraisal very important to a small business?
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The smaller the business the more effect the appraisal has on the business. Example, 1 employee in a 5 employee business is 20% of production, therefore a bad employee=-20% reduction in productivity.
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Why is interpersonal communication so important?
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It is putting meaning with words. Since most communication now is electronic in nature, interpersonal communication is key. Studies show that good relationships between managers and employees are powerful at predicting profitability among major corporations.
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What is the difference between a coaching and a counseling situation?
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Coaching fixes "I can't" situations, it helps develop an employee or person's skills and provides reinforcement and feedback.
Counseling- addresses "I wont" situations and deals with fixing attitude and altering behavior. |
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Describe the Descriptive principle of supportive communication.
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1 describe your observations
2 describe consequences of behavior 3 suggest alternatives |
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Describe the congruent principle of supportive communication.
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State exactly what you mean
by being honest you can train people to be accustomed to you |
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Describe the owned principle of supportive communication.
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Taking ownership of ideas in communication
Using words like " i believe" instead of "they" if you came up with the idea express and acknowledge so. |
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Describe the specific principle of supportive communication.
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Identify exact behaviors that need to be corrected because generalizations lead to confrontations.
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Describe the Flexible principle of supportive communication.
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Avoid rigidness try to be open to all ideas even if you dont necessarily agree with them right away.
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Describe the conjunctive principle of supportive communication.
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Ensuring communication flows smoothly between people and avoid interruptions, topic changes, and long pauses.
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Describe the Two Way principle of supportive communication.
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Give subordinates equal airtime, and managers should participate. Stop talking and allow employee the chance to talk. Avoid no response or pauses.
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Describe the Invalidating principle of supportive communication.
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Make sure people know they're important, ask questions like "what makes you feel this way" to address the why and not the feelings.
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Describe the Egalitarian principle of supportive communication.
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Treating employees with respect without trying to get an "upperhand" Establish relationships and loko good in front of other employees. Dont try to "one-up" everyone.
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Describe the listened principle of supportive communication.
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Be a supportive listener show someone youre listening by:
1 advising give advice but dont let dependency overcome 2 deflective change focus to different subject area that a person's not emotionally attached to 3 probing asking questions to get the person to solve their own problems 4 restating back info to show you heard and understood |
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Discuss some non-verbal actions to help with supportive communication.
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Location- do not stand as they sit, dont place barriers between you and person
Body Position- monitor your body movements, you can control people with body language. Stand straight forward shoulder to shoulder to keep people from being defensive. Facial Expression- watch your face it can support or invalidate anything you say. |
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Completely discuss the Directive approach to leadership.
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The directive approach to leadership can be described as low support, high task. It is best used when an employee first begins or in crisis situations. The goal is to get the job done, usually quickly and without much thought. It uses formal power and authoritative style (use of rank). Formal power is defined as power that originates from rank and does not last long.
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Completely discuss the Coaching approach to leadership.
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The coaching approach is described as high support, high task. It is best used in a team environment. It may also involve pace-setting or leading by example. Power originates by knowledge and wisdom of the subject matter.
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Completely discuss the Supportive approach to leadership.
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This approach can be described as high support, low task. Its best used when the focus is on the team and not the task. It involves a democratic style that values opinions, input, and communication amongst the group. Power originates from knowing others, and their support in the mission.
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Completely discuss the Delegating approach to leadership.
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This can be described as low support, low task. This is best used in situations with experience or professional employees/subordinates that understand their roles. It entrusts subordinates to make decisions, and power is derived from each member's persona sense of duty.
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How can you gain power over subordinates in a large company?
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1 dont look to employees for power, focus on upper management
2 Intercede favorably for your employees (recommend for promotion, etc) 3 Find Desirable placement for subordinates 4 Attain info earlier, give your team an advantage whenever possible |
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What are all the factors that formulate performance?
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Performance = motivation + ability
Ability = tools + knowledge + training Motivation = desire + commitment |
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How can you increase a subordinates ability?
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resupply - give them more resources
retrain - give them a training session to reinforce knowledge refit - change requirements or rearrange duties and responsibilities reassign - letting them focus on certain abilities/skills/tasks |
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The thought of motivation use to be that happy satisfied workers were motivated and in turn had high productivity. What is the modern thought on this issue?
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Lack of motivation is a learned response due to manager's actions.
Employees: Start motivated -> leads to performance -> leads to outcome -> leads to happy |
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what are three outcomes a manager can gie after performance level is measured?
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Reprimand - employee should associate negative outcome with behavior thats not in line with company goals.
Redirect- maintain positive feeling but turn them towards getting inline with goals Reinforce- managers get what they reinforce not what they want employees do what's inspected not expected |
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Describe what affects an employee's happiness/satisfaction from a postive outcome?
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Value must be related to the effort
Time is critical Fairness- give outcomes that are viewed as fair by employees |
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Briefly explain Maslow's hierarchy of needs.
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A pyramid that describes the levels of needs relative to one another that must be met by all humans.
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Explain Herzberg two factor theory.
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Everything an employer does to meet an employees need is either maintenance or motivation.
Maintenance factors must be provided and expected, but if taken away will become problems. Motivational factors can only be introduced after maintenance has been met. |
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What is the main lesson a manager can learn from Herzberg and Maslow?
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An employer mst address the most basic of needs when trying to mistake and increase productivity. They mst also make sure they address maintenance issues before attempting to motivate employees.
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What is the purpose of compensation and what criteria should it meet?
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The purpose of compensation is to attract, retain, and motivate.
In deceloping a compensation plan make sure it is: in line with competition on wages and benefits equitable should not be complicated |
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Why should you choose PTO over sick leave?
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It keeps employees from lying.
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Worker's compensation?
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Req'd by H2A
Farms with >10 non farms >3 |
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Rules of Engagement:
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1 Focus on facts
2 Bring in multiple ideas without debate 3 Inject humor if possible 4 maintain balance of power 5 do not enforce a consensus |
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Types of Conflict
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Personal- problem with person
Issue- problem with issue |
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Positive Discipline Approach
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1 informal discussion
2 verbal warning 3 Written Warning 4 Last chance/Decision day 5 Termination |
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Termination
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1 Get Help
2 Select a neutral location 3 come prepared 4 Begin by making clear decision and no discussion needed 5 be compassionate but dont aplogize 6 provide terms of severance, collect of property |
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2 reasons for severance pay
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1. get property back
2. exchange for signing release of liability |
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H2A
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legal program bringing in guest workers from other countries goal is for industries with labor shortages to get workers from other countries to work in the US
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Wage for H2A
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Adverse effect wage
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penalty for h2a
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$1000 per infraction per person
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Define Benchmarking.
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measuring management tools associated with success in managing
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how do employee's judge fairness of wages.
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1 look at what other people at differenct companies with same job are making
2 look at employees in same company at same level are making 3 look at employees in same company in same position salary |
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Explain principles of incentive pay?
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-reward working in best interest of company
-compensation should be simple -should not shift financial risk to employee -payment should be made immidiately -must be based on controllable employee's performance |
