Chapter 8 - Performance Management

Front 1

360-degree performance appraisal

Back 1

Combination of self, peer, supervisor, and subordinate performance evaluation.

Front 2

Assessment centres

Back 2

A standardized form of employee appraisal that relies on several types of evaluation and multiple assessors.

Front 3

Balanced scorecard

Back 3

An integrated organizational performance measuring approach, looking at organizational learning and innovation, financial management, internal operations, and customer management.

Front 4

Behaviourally anchored rating scales (BARS)

Back 4

Evaluation tools that rate employees along a rating scale by means of specific behaviour examples on the scale.

Front 5

Comparative evaluation methods

Back 5

A collection of different methods that compare one person's performance with that of coworkers.

Front 6

Contrast error

Back 6

A rater bias occurring when a rater compares employees to each other rather than to a performance standard.

Front 7

Error of central tendency

Back 7

An error in rating employees that consists of evaluating employees as neither good nor poor performers even when some employees perform exceptionally well or poorly.

Front 8

Evaluation interviews

Back 8

Performance review sessions that give employees feedback about their past performance or future potential.

Front 9

Forced distributions

Back 9

A method of evaluating employees that requires raters to categorize employees.

Front 10

Leniency bias

Back 10

A tendency to rate employees higher than their performance justifies.

Front 11

Management-by-objectives (MBO) approach

Back 11

Assessment of HR functions and systems by comparing actual results with stated HR objectives; requires an employee and superior to jointly establish performance goals for the future. Employees are subsequently evaluated on how well they have obtained these objectives.

Front 12

Noncomparative evaluation methods

Back 12

Appraisal methods that evaluate an employee's performance according to preset data, and not by comparing one person's performance with that of coworkers.

Front 13

Performance appraisal

Back 13

The process by which organizations evaluate employee job performance.

Front 14

Performance management

Back 14

The use of performance data to effect organizational culture, systems, and processes, set goals, allocate resources, affect policies and programs, and share results.

Front 15

Performance measures

Back 15

The ratings used to evaluate employee performance.

Front 16

Performance standards

Back 16

The benchmarks against which performance is measured.

Front 17

Ranking method

Back 17

A method of evaluating employees that ranks them from best to worst on some trait.

Front 18

Rating scale

Back 18

A scale that requires the rater to provide a subjective evaluation of an individual's performance.

Front 19

Recency effect

Back 19

A rater bias that occurs when the rater allows recent employee performance to sway unduly the overall evaluation of the employee's performance.

Front 20

Strictness bias

Back 20

A tendency to rate employees lower than their performance justifies.