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40 Cards in this Set
- Front
- Back
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Performance Management |
process through which managers ensure that employees'' activities and outputs are congruent with organization's goals |
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Performance Appraisal |
the process through with an organization gets information on how well an employee is doing his or her job |
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Performance Feedback |
the process of providing employees information regarding their performance effectiveness |
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Effective Performance Management |
Define performance outcomes for company Develop goals Provide support and ongoing performance Evaluate identify improvements provide consequences for performance |
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Purposes of Performance management |
Strategic Congruence Administrative Developmental |
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Strategic congruence |
the extent to which a performance management system elicits job performance that is congruent with the organization's strategy, goals and culture |
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Validity |
the extent to which a performance measure assesses all the relevant aspects of job performance |
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Reliability |
the consistency of a performance measure; the degree to which a performance measure is free from random error. |
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Acceptabillity |
the extent to which a performance measure is deemed to be satisfactory or adequate by those who use it - is system fair. |
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Inter rater reliability |
the consistency among the individual who evaluate the employee's performace |
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Specificity |
the extent to which a performance measure gives detailed guidance to employees about what is expected of them and how they can meet these expectations |
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Simple Ranking |
requires manager to rank employess within their departments from highest performer to poorest |
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Alternation ranking |
Alternate best worst until list is created |
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Approaches to measuring Performance |
Comparative approach Attribute Approach Behavioral Approach Results approach Quality approach |
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Forced distribution |
method to rank employees into forced buckets |
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Paired comparison |
compare employees against every other employee - time consuming |
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The attribute approach |
evaluate attributes of employees Most popular in organizations Fall short |
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Graphic Rating |
1-5 per category |
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Mixed Standards scales |
Combines statements and ratings |
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Competencies |
a set of skills, knowledge, abilities and personal characteristics that enable employees to successfully perform their jobs |
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BARS Behavior anchored rating scale |
takes sample of critical behaviors and puts on a bar |
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BOS Behavior Observation Scale |
variation of BARS - looks at more conflicts and rates frequency |
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competency model |
identifies and provides descriptions of competencies that are common for an entire occupation |
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Behavior Models |
Reliable and effective - weakness needs to be clear best ways |
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Productivity Measurement and Evaluation System -ProMES |
measuring feedback and productivity information to employees |
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SMart Goals |
Specific Measurable Attainable Relevant Timely |
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Balanced Scorcard |
measures performance using four areas financial, customer, internal, learning |
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Evaluations approach |
Highly acceptable - need to avoid measure items out of employees control |
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Quality approach |
more of a group approach relying |
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Sources for infomation |
Managers, Peers, Subordinates, Self, Customers |
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Managers |
most frequent source of information |
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Peers |
coworkers |
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upward feedback |
appraisals that involve collecting subordinates evals |
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Rating errors |
Similar to me Contrast Leniency Strictness Central Tendency Halo Horns |
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Appraisal politics |
purposefully distorting a rating to achieve a personal or company goal` |
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Calibration meeting |
meetings attended by managers in which employee performance ratings are discussed and evidence supporting the rating. |
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Performance Feedback |
give information back on performance |
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Effective feedbacks |
Frequent Neutral setting Self Rating Participation Praise when necessary Focus on Problem solving Feedback |
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Diagnose poor performance |
input employee characteristics Feedback Performance Standard/Goals Consequences |
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Types of legal suits for dismissal |
Discrimination and unjust dismissal |
