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25 Cards in this Set
- Front
- Back
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Comparative Approach |
Ranking Forced Distribution Paired Comparison |
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Behavioral Approach |
Start off by using job analysis to identify all critical tasks Design questionnaire to assess the behaviors critical to those tasks Behaviorally anchored Rating Scale BARS Behavioral Observation Scale BOS |
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Attribute/Trait Approach |
Starts by using job analysis to identify all critical KSAOs Questionnaire designed to assess those KSAOs Graphic Rate Scale Mixed Standard Scale |
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Results Approach |
MGMT by Objectives MBO Balanced Scorecare |
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Graphic Rating Scale |
Particularly vulnerable to distributional errors legally questionable |
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Mixed Standard Scale |
Take list of KSAOs Create statements for high, medium, and low levels of them Mix up all of the statements rate employees according to whether they are better, worse, or the same statement |
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Behavioral Approach BARS |
Take list of behaviors and: compile a list of critical incidents exemplifying behaviors organize the critical incidents into different performance dimensions rank critical incidents use those critical incidents as anchors on a rating scale |
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Behavioral Approach BOS |
Take list of behaviors and: |
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How good is BOS |
Reliability - high validity - high specificity - very high strategic congruence - high acceptability - moderate |
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Result Approach |
straightforward in jobs where objective performance criteria available |
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Mgmt by Objectives - Results Goals work best when they are both... and... |
difficult and specific employees participate in goal setting employees are provided with feedback on progress toward goal |
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goals also provide the result to be |
evaluated |
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Situation constraints for result based goals |
inadequate info/instructions low quality materials lack of necessary materials inadequate financial resources poor supervision uncooperative coworkers inadequate training insufficient time |
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Balanced Score Card Approach: 4 perspectives are |
financial customer internal or operations learning and growth |
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How good is the results approach |
realiabitiy - high validity - high specificity - high strategic congruence - very high acceptability - hight |
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Quality approach can |
assess both person and system factors emphasize managers and employees working together involve internal and external customers in setting standards use multiple sources to evaluate person |
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What is the key element of quality approach |
Sustainability |
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6 quality control techniques |
process- flow analysis cause and effect diagrame pareto chart control chart histogram scattergram |
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What is Kaizen |
practices participated in by employees from all levels of the company that focus on continuous improvement of business processes |
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How good is the quality approach? |
Relaibility - high validity - high specificty - high strategic congruence - very high acceptability - high |
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What are the 5 sources of performance information |
managers customers self peers subordinates |
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Two key goals in delivering performance feedback |
acceptance of evaluation behavioral adjustment after evaluation |
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perceived fairness of feedback delivery is enhanced by 5 things |
employee participation self eval respectful delivery giving reasons honestly consistent experience |
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6 key goals to make feedback developmental |
focus on problem solving focus on behaviors and results agree to specific goals for future timetable to review those goals give feedback adequately, not once ayear recognize effective performance through praise |
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How do you withstand legal scrutiny |
conduct a valid job analysis base system on specific behavior |
