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19 Cards in this Set
- Front
- Back
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inference
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an assumption or conclusion about the behavior observed… a mental shortcut that opens the door for rating errors
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behavior
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what someone says or does...
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Leniency Tendency
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- Being too easy
- giving a higher rating that they deserve and do not reflect actual performance observed - to fix: remember that it accurate feedback is important for improvement |
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Severity Tendency
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- overly harsh
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Central Tendency
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- middle of the road ratings
- can conceal strengths and weaknesses |
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Halos/Horns
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Let one metric overshadow other metrics (in a positive/negative way)
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Constrast Effects
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Compare against other employees rather than an objective standard
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Primacy and Recency Effects
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- rate at the beginning or end of a rating period
- does not account for total performance record |
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Fundamental Attribution Error
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Ratee does not take into account or overvalues situational factors in performance
- stock market crashing on a stockpickers performance |
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Objective results
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- based on records of outcomes
- limitations: : Opportunity bias, quantity vs. quality, difficulty assessing |
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Judgemental results
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based on person-oriented
- limitations:: Raters often motivated to rate inaccurately vs. accurately; politics |
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Criteria for Effective Performance Measures
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- Strategic Congruence
- Validity - Reliability - Acceptability - Specificity |
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Strategic Congruence
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Extent to which the performance management system elicits job performance congruent with organization’s strategy, goals, and culture
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Validity
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Extent to which performance measures assess all the relevant (and only the relevant) aspects of performance
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Reliability
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Consistency of the performance measure; importance of “interrater reliability”
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Acceptability
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Extent that users perceive the performance measure as accurate and/or fair; user satisfaction with PA
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Specificity
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Extent to which the performance measure gives specific guidance to employees about what is expected of them and how they can meet these expectations
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performance management system
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formal structured process to measure, evaluate, and influence job related behaviors/attitudes/performance results
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performance appraisal
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evaluating performance on the opinions of subordinates/managers/supervisors/and/or the employees themselves
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