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52 Cards in this Set
- Front
- Back
Study performance appraisal process on page 1 |
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What is the "ideal" appraisal system? (What should it include) six things |
- Clarity, depth and forewarning - Fairness and accuracy can be enhanced by employee participation - Special circumstances (strikes) - Feedback - Ways to improve performance - Timely and in depth (covers the whole year) |
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Performance Appraisal Instruments
What is the most popular method currently? It is ___ to develop and use. The dimensions a very ___. Little ___ is given. |
Graphic scales --- inexpensive --- broad --- feedback |
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A scales may be used with a range from "___" to "___". A number of broad job dimensions are rated as what? five things |
Directing, expression, knowledge, planning, and organization |
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What are some concerns for the instrument above? |
Leniency or rating inflation (ratings are typically too high) |
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Most experts feel you should stay away from abstract "___" (___ or ___) and focus your attention on of ___ ___ that take place in a context. |
Traits --- loyalty or attitude --- observable behaviors |
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This instrument uses more specific scales and statements (BOS) |
Behavioral observation scales (BOS) |
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This scale personally ___ all invoices, takes ___ monthly, checks ___ and promptly ___ any item requiring correction, and when there is a ___ among employees, takes the time to sit down and discuss the ___ and ___ |
Reviews --- inventory --- corrects ---problems --- causes and resolutions |
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What are the concerns for the above instrument? Also what could this possibly create? |
The added detail requires more time and money as far as construction is concerned --- A false sense of accuracy |
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In this instrument, the employees' computer terminals and telephones are monitored (EPM). The employee's ___, ___, and ___ ___ both at work and breaks may be computed. In ___ skills jobs it can increase ___ and decrease ___ |
Electronic performance monitoring (EPM) --- rate, accuracy, and time spent --- stress --- performance |
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Essay appraisals are ___ summaries that can potentially capture what? five things |
Strengths, weaknesses, improvements, quantity, and quality |
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Essays are ___ to develop, but ___ to use. No real ___ of employees are possible unless common ___ are inserted and the raters are ___.
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Inexpensive --- expensive --- comparison --- dimensions --- trained. |
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Newcomers can be ___ since supervisors have the ability to use ___ words. ___-___ essays are extremely ___ ___ to apply with ___ numbers of employees (Bus line example) |
Deceived --- code --- in-depth --- time consuming --- large |
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Comparative methods
This method can require an appraiser to order subordinates from ___ to ___. One problems with this method is there is no distance ___, also no ___ is given. |
Ranking --- highest to lowest --- gauge --- feedback |
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In this method the raters are required to assign a specific proportion of their employees to ___ categories (a ___ system). ___% of companies use this method. Little ___ is generated for development purposes. This system is ___ and has massive rating ___ |
Forced distribution --- predetermined --- quota --- 25% --- information --- rigid --- inflation |
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In this method the rater records incidents reflecting ___ that represents less than satisfactory or outstanding performance for both evaluation and feedback. Supervisors prefer recording ___ ___, though time consuming, because it is easier to recall events. |
Critical incident method --- behavior --- daily events |
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What are some concerns for the method above? |
Employees often feel supervisors are more prone to note the negative. Employees face unequal challenges Uncertainty and unknown criteria Absence of a numerical ranking system |
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What does a checklist include? The rater checks if it ___ a person. The items are simply ___/___. ___ can be attached for each job |
Set of behaviors, adjectives, or descriptive statements --- describes --- present/absent --- Weightings |
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What describes a forced choice (Army)? The rater selects the items that are most and least ___, which ___ rating ___. It is costly to develop |
Small groups of statements are bunched (3 to 5) that are related to a specific job --- descriptive --- prevents --- inflation |
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What describes behaviorally anchored rating scales (BARS)? A mixture of graphic scales and critical incident methods. Quality should be high |
A continuum of 5 to 9 points which has incidents/behaviors attached reflecting the relevant job dimensions. |
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What are some concerns with the method above? A common ___ should be posed, and the behavioral options should be ___ exclusive |
- It is process oriented, so end results are ignored - Time consuming to develop - Everyone may be rated highly - Questionable scales Situation --- mutually |
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This method is an end result orientation advocated by Peter Drucker (MBO) It may be used in many ___ level jobs |
Management by objectives --- upper |
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What are the three steps? |
1. Objectives are jointly set. Employee participation = motivation 2. Coaching and progress reviews 3. Results are compared at year end with predetermined objectives |
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What are some of the concerns with the method above? To the motivated it will seem like a lot of unnecessary ___. To the unmotivated it will force them to set ___. The end result orientation creates concerns about managers "___" or "___" an operation to receive short-term rewards and recognition. |
If objectives are set too high, frustration will result. If they are too low, inappropriate rewards follow. Paperwork --- targets --- "milking" or starving" |
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What does "relevance" refer to? |
A meaningful relationship existing between a performance rating and some measure of work outcomes. |
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What does "Deficiency" refer to? |
Relevant factors being left out |
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What does "contamination" refer to? For example, one should not consider factors like the ___ and ___, but should consider matters like ___ bias |
Improper factors being considered --- sex and race --- opportunity (e.g. sales volume and region) |
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When a supervisor's past experiences are different and using different rulers (which means low reliability) what is this called?
Ex. "When I was your age..." |
Self comparison |
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What kind of error occurs when the best known employee gets the highest rating or when the best get rated differently? |
Proximity errors |
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What is labeled as the biggest source of error? The rater only notes the ___ aspects of the ___ employee and the ___ aspects of the ___ employees |
Halo/horn errors --- positive --- best --- negative --- worst |
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Assessments require ___ types of data. In order to make ___ decisions, you need broad ___ ___ ___. For ___, you need the specific ___ and ___of each individual. |
Two --- pay --- comparative aggregate rankings --- development --- positives and negatives |
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What are defensive reactions to negative parts of the appraisal? Most people believe they are ___ average and the ___ hurts.
Review self-reinforcing cycle on pg. 5 |
Denial by the employees - a poor carpenter blames his tools) --- above --- truth |
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Managers can avert the above cycle by rating everyone ___ (the ___ ___), or using "___ ___" to fool subordinates. The "___ ___" refers to the need to give superiors information that will not embarrass the appraiser |
Highly --- sunshine foremen --- code words ---- sunflower effect |
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Most organizations have little if any ___ training on how to carry out the ___ interviews. The supervisor's ___ are seldom contintent on the ___ process. ___% of fortune 100 companies reported evaluating the evaluator on appraisals |
Formal --- appraisal --- rewards --- appraisal --- 22% |
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TQM advocate Edward Deming argued it was the ___ that produced more of the variation in individual outcomes more than differences in ___, ___, or ___. He argued for the elimination of ___ performance appraisals. He believed in focusing instead on ___, ___ ___, and ___ |
System --- motivation, skill, or effort --- traditional --- training, communication tools, and supervision |
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Which method would mean identifying the bottom 10% of current employees, telling them that they must improve in say 90 days or lose their job. Sun microsystems, Enron, ford, and GE have used this approach |
Performance management approach |
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Some possible improvements (may be drawbacks)
Setting clear goals meaning setting what type of goals? Otherwise, employees need to have ___ expectations, otherwise you can't hold them responsible for ___ performance.
GE, Kellogg's and Microsoft used this. |
SMART --- clear --- poor |
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Multiple raters --- Utilizing these should reduce what? People see the person at ___ times. They also may have different areas of ___. One might include ___, ___, or ___. A rater must have substantial ___ to be meaningful. |
Bias --- different --- expertise --- superiors, peers, or subordinates --- exposure |
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GE has explored the usage of ___-___ feedback |
360 |
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In addition to superiors, peers, and subordinates, one might include internal and external ___. (Only where employees have important multiple contacts and deemed worth the expense) |
Customers |
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Using this method can lessen the limitations of the individual methods. Eventually, the added ___ of using one more method is not worth the added ___ and ___. |
Multiple evaluation methods--- accuracy --- time and expense |
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Improving the ___ process is where the ___ interview and the ___ interview(s) should be ___ so people will listen to advice. G.E. waits ___ months to talk about development. What is this method? |
Feedback --- Pay --- development --- separated --- three |
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More frequent ___ interviews might be used (___ to ___ per year) |
Development --- 3 to 4 |
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It is vital that the employee sign a copy of his/her ___ |
Appraisal |
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Trying to reduce employee ___ (defensive reactions) is the last method. The appraiser can ask the employee where he/she thing they can help (___ ___) |
Denial --- self criticism |
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Subordinates normally do rate themselves ___ than supervisors or peers rate them |
Higher |
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Start with ___ observation. The appraiser can provide some balance of positive and negative ___ in the appraisal. |
Positive --- feedback |
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The problem can be stated in terms of work ____, ___, and ___, and avoid personalized ___ |
Expectations, standards, timeframes --- condemnation |
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The employee should have a chance to what? |
Talk |
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The supervisor can ___ to help with the ___ by providing ___ |
Help --- negatives --- suggestions |
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The supervisors need to get the employee to ___ that there is a ___. An agreement also needs to be reached on the ___ to ___, ___ of ___ and ___ to ___. |
Agree --- problem --- Steps to take, measures of success, and date to complete |
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One should set ___ ___, define a ___ ___ and ___ improvement |
Limited objectives---time frame --- reward |