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89 Cards in this Set
- Front
- Back
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BARS
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Method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describes different levels of performance.
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BOS
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A variation of a Bars which uses all behaviors necessary for performance to rate performance at a task
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360 degree performance appraisal
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Performance measurement that combines info from, employers, managers, peers, subordinates, self and customers.
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Forced-distribution method
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Method of performance measurement that assigns a certain percentage of employees to each category in a set of categories.
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Graphic Rating scale
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Method of performance measurement that lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait.
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Paired comparison method
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Method of performance measurement that compares each employee with each other employee to establish rankings.
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Simple ranking
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Method of performance measurement that requires managers to rank employees in their group from the highest to the poorest performer
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Performance Management
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The process through which managers ensure that employees activity and outputs contribute to the organizations goals
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Management By objectives MBO
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A system in which people at each level of the organization set goals in a process that flows from top to bottom, so employees at all levels are contributing to the organizations overall goals; these goals become the standards for evaluating each employees .performance.
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Organization behavior modification
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A plan for managing the behavior of employees through a formal system of feedback and reinforcement.
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Mixed-Standard Scales
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Method of performance measurement that uses several statements describing each trait to produce a final score for that trait
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Piecework rate
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A wage based on the amount workers produce.
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Straight piece work rate
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Incentive pay in which the employer pas the same rate per piece no matter how much the worker produces.
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differential piece rates
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Incentive pay in which the piece rate is high when greater amount is produced.
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Merit pay
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A system of linking pay increases to ratings on performance appraisals.
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Commissions
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Incentive pay calculated as a percentage of sales.
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Gainsharing
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Group incentives program the measures improvements in productivity and effectiveness and distributes a portion of each gain to employees. (scanlon plan)
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Scanlon plan
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A gainsharing sharing program in which employees receive a bonus if the ration of labor costs to the sales value of production is below a set standard. (gainsharing)
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Profit sharing
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Incentive pay in which payments are a percentage of the organizations profits and do not become part of the employees base salary
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Stock Options
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Rights to buy a certain number of shares of stock at a specified price.
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Employee stock ownership plan (ESOP)
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An arrangement in which the organization distributes shares of stock to all its employees by placing it in a trust.
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Benefit Required by law
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Social Security
Unemployment insurance Workers compensation insurance Family and medical leave |
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Criteria for effective performance management
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Fit with a strategy- PM should aim at achieving employee behavior and attitude that supports the organizations goals.
Validity- refers to whether the appraisal, measure all the relevant aspects of performance and omits irrelevant aspects of performer. Reliability- In regards to a performance measure- reliability describes the consistency of the results that the performance measure will deliver. Acceptability- must be acceptable to the people who use it. Specific feedback- A PM should specifically tell employees what is expected of them and how they can meet those expectations. |
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Rating error.
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People give higher evaluations to people they consider simialar to themselves
Contrast errors- Distributional errors- when the raters use one part of the scale (near top= leniency, near bottom=Strictness, Central tendency= middle) Halo error/ Horns error- when opinion of the rater is taken into consideration |
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Giving Performance Feedback
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Should be regular and expected, custom policy is formal feedback once a year.
Location should be neutral. Tell and sell, tell and listen, problem solving- reasearch shows best. |
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Pay for individual performance
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Piecework rates
Standard Hour Plans Merit Pay Individual Bonus Sales Commissions |
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Pay for Group Performance
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Gainsharing (scanlon plan)
Group bonuses and team performance. |
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Pay for Organizational Performance
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Profit sharing
Stock ownership (stock options, Employee stock ownership plan.) |
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Processes that make incentives work.
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Participation in decisions- employee participation in pay decisions can lead to positive employee empowerment.
Communication- when employees understand they are more likely to strive for the incentive. |
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Needs
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Physiological or psychological deficiencies that arouse behavior.
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Need for achievement
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Desire to accomplish something difficult
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Need for affiliation
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desire to spend time in social relationships and activities
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Need for power
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Desire to influence, coach, teach or encourage others to achieve
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Job design
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Changing the content and/or process of a specific job to increase job satisfaction and performance.
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Job enlargement
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putting more variety into a job.
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job rotation
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moving employees from on specialioezed job to another
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motivators
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Job characteristics associated with job satisfaction
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Hygiene factors
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job characteristics associated with job dissatisfaction.
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Job enrichment
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building achievement, recognition, stimulating work, responsibility, and advancement into a job
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Core job characteristics-
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Core job characteristics- Job characteristics found to various degrees in all jobs.
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Intrinsic motivation
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- motivation cause by positive internal feelings
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Repetitive motion disorders RMD's
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muscular disorder caused by repeated motion
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Extrinsic motivation
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Motivation caused by the desire to attain specific outcomes
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Model of intrinsic motivation
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Sense of meaningfullness- the task purpose is important and meaningful
Sense of choice- the ability to use judgment and free dome when completing tasks Sense of competence- feelings of accomplishment associated with doing high quality work Sense of progress- feeling that one is accomplishing something important. |
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Job satisfaction
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an affective or emotional response to ones job
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value attainment (theory of job satisfaction)
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the extent to which a job allows fulfillment of ones work values.
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Organizational citizenship behaviors (OCB's)
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employee behaviors that exceed work-role requirements
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Equity theory Adams
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Holds that motivation is a function of fairness in social exchanges.
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Negative inequity
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Comparisons in which another person receives greater outcomes for similar inputs
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positive INEQUITY
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comparison in which another person receives lesser outcomes for similar inputs.
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Equity sensitivity
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an individuals tolerance for negative and positive equity
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distributive justice
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the perceived fairness of how resources and rewards are distributed
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procedural justice
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the perceived fairness of the process and procedures used to make allocation decisions.
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Interactional justice
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extent to which people feel fairly treated when procedures are implemented.
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Comparative approaches to Performance Managment
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Simple ranking
Forced distribution Paired comparison |
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Attribute approaches to PM
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Graphic rating scale.
Mixed standard |
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Behavioral approaches to PM
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Behaviorally anchored rating scale
Behavioral observation scale. |
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Maslows need hierarchy theory
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Five categories
Sa esteem love saftey physiological |
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McClellands need theory.
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Needs for achievment- desire to accomplish something dificult
Need for afiliation- desire to spend time in social relationships and activity s. Need for power- desire to influence coach, teach or encourage others to achieve |
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Motivational approaches to Job design
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Job enlargement- putting more variety into a job.
Job rotation- moving employees from one specialized job to another. Job Enrichment- modifying a job such that an employee can experience, achievement recognition, stimulating work, responsibility and advancement. |
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Intrinsic Model of motivation
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1) Sense of meaningfulness- the task has to be important.
2) Sense of choice- the ability to use freedom and choice when performing tasks. 3) sense of competence- feelings of accomplishment for doing high quality work. sense of accomplishment- feeling of accomplishment you feel in achieving a task of purpose. |
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What skin layer can the following things be found: Blood and nerve tissue, collagen, connective tissue, reticular fibers, sebaceous glands, sweat glands, and hair follicles.
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Dermis
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five theories of job satisfaction
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Need for fulfillment- extent to which the job allows an individual to fulfill their needs
Met expectations- the exctent to whic on receives what he or she expects from the job Value attinment- job allows for fulfillment of ones own work values. Equity- how fairley one is treated at work Disporportional/Genetic. |
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Thresholds of equity and inequity
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Equity sensitivity- an individuals tolerance for neg/pos equity
THREE types- Benevolents- higher tolerance for negative inequity, can handle making less. ratio to be lower in comparison Sensitives- want to be even Entitled- no tolerance for negative inequity, better ratio, |
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Organizational justice (equity theory)
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Extent to which people perceive that they are treated fairly at work.
Distributive justice- how well rewards and resources are given out Procedural- perceived fairness of the process and procedures used to make allocation decisions.] Interactional justice- whether people are treated fairly when these implications are implemented. |
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Choices when Inequity is perceived
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Change inputs
change outcomes distort self perceptions distort perceptions of others choose a different referent leave situation |
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Practical lessons from equity
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employees are more likely to accept and support orgizational change if they believe it is implemented fairley
Managers can promote cooperation and teamwork amoung group members by treating the equitably. treating employees inequitably can lead to litigation and costly court settlements. employees perception of justice is strongly influenced by the leadership behavior exhibited by managers managers should pay attention to the organizations climate for justice. |
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Expectancy theory of motivation
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people are motivated to behavior ways that produce valued outcomes
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expectancy theory
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valence- value or reward of an outcome
Expectancy- belief that effort leads to a specific level of performance instrumentality- a performance---) outcome perception. Effort+Expectancy=Performance+(instrumentality X valences of reward)= Motivation |
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Smart goals
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Specific
Measurable Attainable Results oriented Time bound |
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Goal setting pitfalls
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Excessive risk taking
Increased stress Goals as Ceilings rather than floors Ignoring non goal areas Short range thinking dishonesty and cheating |
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Using goal setting
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Goals should be challaning but achievable
Quantify goals to the extent possible Map out goal hiearchys to ensure alignment and develop action plans Provide/ seek feedback take steps to minimize commitment ensure accountability, follow up on goals, plans and outcomes regulatory |
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Thresholds of equity and inequity
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Equity sensitivity- an individuals tolerance for neg/pos equity
THREE types- Benevolents- higher tolerance for negative inequity, can handle making less. ratio to be lower in comparison Sensitives- want to be even Entitled- no tolerance for negative inequity, better ratio, |
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Organizational justice (equity theory)
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Extent to which people perceive that they are treated fairly at work.
Distributive justice- how well rewards and resources are given out Procedural- perceived fairness of the process and procedures used to make allocation decisions.] Interactional justice- whether people are treated fairly when these implications are implemented. |
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Choices when Inequity is perceived
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Change inputs
change outcomes distort self perceptions distort perceptions of others choose a different referent leave situation |
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Practical lessons from equity
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employees are more likely to accept and support orgizational change if they believe it is implemented fairley
Managers can promote cooperation and teamwork amoung group members by treating the equitably. treating employees inequitably can lead to litigation and costly court settlements. employees perception of justice is strongly influenced by the leadership behavior exhibited by managers managers should pay attention to the organizations climate for justice. |
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Expectancy theory of motivation
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people are motivated to behavior ways that produce valued outcomes
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expectancy theory
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valence- value or reward of an outcome
Expectancy- belief that effort leads to a specific level of performance instrumentality- a performance---) outcome perception. Effort+Expectancy=Performance+(instrumentality X valences of reward)= Motivation |
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Smart goals
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Specific
Measurable Attainable Results oriented Time bound |
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Goal setting pitfalls
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Excessive risk taking
Increased stress Goals as Ceilings rather than floors Ignoring non goal areas Short range thinking dishonesty and cheating |
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Using goal setting
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Goals should be challaning but achievable
Quantify goals to the extent possible Map out goal hiearchys to ensure alignment and develop action plans Provide/ seek feedback take steps to minimize commitment ensure accountability, follow up on goals, plans and outcomes regulatory |
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Group development: Time Model
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Phase 1- Planning, group sets direction.
Midpoint transition- urgency searching for new influence. Phase 2 Choosing: Group redefines direction Phase 3: implementation: closure external audience |
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2 critical group member questions
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How does this group function.
How do i fit in. |
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Group norms
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Norms devlope rapidly
function of past experience, definition of situation, primacy EFFECTIVE norms enhance the performance of the group. |
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Group cohesiveness
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We feeling binding groups together
can be social based or task based important for satisfaction with the group. does NOT necessarily mean increased performance. |
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Group effectiveness
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1 that the groups output meets the objective standards of those who evaluate it.
2. that the process the group uses to get work done enhances their ability to work together in the future. 3. that individual members feel satisfied with their development and well being is enhanced by working with the group. |
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what objectives should compensation systems accomplish
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Strategic
Attractive equitable Motivating understandable |
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4 compensation mistakes
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1 dont throw money at the problem
2 dont expecting one thing from CS and getting another 3 poor connection between compensation and behavior 4.providing compensation on the wrong level. |
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job performance =
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Motivation x Ability x Situational constraints
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