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23 Cards in this Set
- Front
- Back
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Why organizations need to assess performance? (6)
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1. understand behavior requirements job.
2. work evaluated contribution company goals. 3.feedback contribution company goals. 4.motivation increased PAsys 5.performance levels decisions salaries, promotions, bonuses, training needs, etc. 6.clear feedback level performance expectations company |
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Define Validity
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quality
measuring components PA (do they measure what they should?). |
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Define Consistency
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2+ ways gather performance data results agree
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Define stability
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dependability results/time
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PA errors (7)
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PB
H R CT S/L S FRM |
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• Personal bias
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stereotype/bias influences rating upward or downward.
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• Halo effect
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rating one performance dimension based evaluation others
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• Recency Error
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emphasis recent performance examples assessments
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• Central tendency error:
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Assign average rating / little variation
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• Strictness or leniency errors
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belief all/none employees measure up
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• Similarity error
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supervisor performance quality look for employees
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• Forcing the rating to match other criteria:
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Decide overall rating first go back adjust to match
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5 forms of validity
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C
E C C D |
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• Content validity
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measures administration logically related performance measured; evaluator employees agree dimensions relationship behaviors.
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• Empirical validity
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measures statistically related work outcomes. Scores dimensions related quantitative measures work output
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• Construct validity
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PAS logically derives model/theory performance behavior motivation.
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• Convergent validity
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Multiple measures same performance dimension result equivalent scores.
Observation correlate paper and pencil measures |
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• Discriminant validity
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same method produce different scores different performance
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How to overcome errors in performance appraisal systems (4 ways):
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U seM
E Beh U seR T rain |
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PA Methods
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AS
GSRS BARS |
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• Absolute Standards
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employee
judged fixed / inflexible criteria. upward biased ratings leniency error validity error ‘meets/does not meet’ nature |
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• Graphic Scales Rating System
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List
performance criteria evaluated numerical scale. highlight differences performance subordinates encourages tendency spread assessment across each scale. Inaccuracies strictness, leniency or similarity possible. Forced distribution across full scale might lead to (perceived) unfair evaluations. |
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• Behavior Anchored Rating Scale (BARS):
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emphasizes work behavior how work done rather than characteristics
participatory analysis meaningful and agreed set behavioral anchors described language job under evaluation are developed. clarity behaviors improves employees’ understanding of the job and performance expectations. The strong behavioral focus of the BARS system: • might help to avoid the evaluation of irrelevant employee’s personality traits • might increase the quality of the feedback compared to other systems • might enhance the significance of the feedback in the employee’s minds through reduced defensiveness • might require a long time to develop as different roles will require different BARS • might be difficult to develop for jobs requiring creativity, curiosity, and complex problem-solving. |
