Last Day 2

Front 1

COMA

Back 1

second evaluation method for training which stands for Cognitive Organizatinal Motivational and Attitudes the four dimensions along which training is evaluated

Front 2

Decision Based Evaluation

Back 2

identifies the target of the evaluation and strucutures the evaluation process so that it best fits with the target

Front 3

Formative evalation

Back 3

a discussion or interview that provides data about various aspects of the training program

Front 4

Casual Evalation

Back 4

invovling more complex statistical approaches to determine the cause and effect between training and trainee on the job behaviour

Front 5

return on investment

Back 5

ROI = ((Benefit - Cost)/Cost)x100)

Front 6

Performance Managment

Back 6

performance is a function of ability, motivation and the work envrioment

Front 7

Shortcomings of performance management

Back 7

- managers avoid doing appraisals
- criticism is too often associated with the appraisal process does not lead to improved employee preformance

- managers do not feel competent to appraise performance

Front 8

Shortcomings of performance management

Back 8

- performance rating systems do not work due to a variety of biases (particularly a leniency bias)

- external or non-job related factors influence evaluation

- rating-based appraisals have a significant affect on employee perception of fairness and equitable treatment in the organzation, thus motivation

Front 9

Shortcomings of performance management

Back 9

- forced distrubition or rank and yank appraisal system result in a perception of unfairness and employee dissatification

appraisals and the appraisal process are seen as being political

Front 10

Trait chacteristic

Back 10

elements such as determination, initative, loyalty are highly subjective and very difficult or impossible to measure objectively

Front 11

Critical Incident drawback

Back 11

whereby the appraisers are asked to identify critical incidents that support their assessment of the employee

Front 12

Beavhiourally Anchored Rating Scales

Back 12

identify specifc job dimensions, generate behavioural examples of excellent through poor performance for each validate them through a matching process and assign a value from a measurement scale representing levels of perfromacne

Front 13

Checklist / Weight Check lists / Forced Choice Checklists

Back 13

whereby statement that best describe the employee's behaviour are used and the evaluator is asked which is most like and which is least like the employees behaviour

Front 14

Forced Distrubition

Back 14

built on the assumption that all employee groups fit a normal distribution and therefore ratings are distributed accordingly

Front 15

Graphic Rating Scales

Back 15

rating scales that are either numerical or descriptive

Front 16

Relative Percentile method

Back 16

considered to be most valid of relative rating systems, it involves comparing indivudals on job performance dimensions and assigning a rating of between 1 to 101 with the average being 50 thereby producing a distribution around the mean that may or may not be normal

Front 17

Contingency Management

Back 17

based on the behaviourist notion that perfomance is determined by its consquences; and that unsatisfactory behaviour / performance will only improve once the reward for poor behaviours are removed and postive consequences are developed for satisfactory behaviour

"could the employee preform satisfactorily if his her life depended on it"