Org Behavior - Module 4 Eug

Front 1

Why do organisations need to access performance

Back 1

1) Employees need to understand the behavioural requirements of the job
2) Evaluation of work contribution to the org
3) Feedback to employees on performance
4) Motivation is increase by a PA system
5) Performance levels used to decide promotions, bonuses, training needs etc
6) Employees get a clear understanding on the level of performance expectations of the org

Front 2

What are the three threats to a PA system

Back 2

1) Deficiency problem
2) Reliability problem
3) Validity problem

Front 3

What is the deficiency problem

Back 3

Actual performance is overlooked by evaluator (rater)

Front 4

What is the reliability problem

Back 4

Does the PA system give the same results time after time

Front 5

Give some examples of reliability issues

Back 5

1) Situational factors affecting rater - mood
2) Disagreement between raters
3) Temporary personal factors

Front 6

How would you resolve reliability issues

Back 6

1) Use multiple criteria
2) Train the raters
3) Behaviors rather then traits
4) User several raters

Front 7

What is validity problem

Back 7

Does the PA system measure what it should

Front 8

What are the forms of validity

Back 8

1) Content validity
2) Empirical
3) Construct
4) Convergent
5) Disciminant

Front 9

List the errors in performance appraisals

Back 9

1) Personal bias
2) Halo affect - pick one performance dimension
3) Recency affect - what do the employee do last
4)Central Tendency affect - average rateing to all
5) Similarity error - supervisor has performance quality in himself he looks for in employees
6)strictness or leniency errors

Front 10

What are the three types of appraisal systems

Back 10

1) Absolute standards
2) Graphic Scales Rating system
3) Behavior Anchored Rating Scale (BARS)

Front 11

How does the Absolute standards PA system work

Back 11

1) Judges against a fixed and inflexible set of criteria
2) all or nothing (yes/no)
3) Very subjective
4) Trait based

Front 12

What are the issue with the absolute standards PA system

Back 12

1) Often results in upward bias - tendency to chose yes, give employees benefit of the doubt
2) Validity error due to subjectivity

Front 13

How does the Graphic scales rating system work

Back 13

1)Rating scale applied to each criteria - 1, 2, 3, 4 - good Avg, BA poor
2) Can be trait based

Front 14

How does the Behavioral Anchored Rating Scale work

Back 14

1) Concreate example of bahvaiour for different levels of performance - not trait based
2) Designed by management and workers
3) Team ID critical behaviors and eliminate one where they do not agree
4) increase quality of feedback

Front 15

What are Goals

Back 15

Are defined as end states which reduce the intensity of needs and motives

Front 16

What are the benefits of developing goals

Back 16

1) Increase work motivation and job performance
2) Reduce stress and confusing work expectations
3) Improves the accuracy and and validity of PA system

Front 17

What does a good PA system try to achieve

Back 17

It tries to improve the congruence between measured and actual performance

Front 18

What does low congruence in a PA system cause

Back 18

Causes performance measurement problems
1) Deficiency
2) Unreliability
3) Invalidity

Front 19

When does deficiency occur

Back 19

When meaningful performance is ignore because the evaluation system fails to capture it

Front 20

What is reliability in PA system

Back 20

Its the consistency and stability of the PA results under the same evaluator and circumstances

Front 21

Why use job analysis and what is it

Back 21

Job analysis helps us develop performance measures

Job analysis focuses on the content of an employees work so performance measures can be extracted

job analysis most difficult task is to isolate the core activities in job to determine key performance behaviors

Front 22

What are the elements of Goal-setting Theory

Back 22

1) Specify expected results and rewards
2) Set goals - employer centered, mutually determined and best you can attitude
3) Goal Attributes should be SMART
4) Employee submits and commits to the goals
5) Their should be formal and informal feedback on performance

Front 23

What is the likely outcome of Goal-setting Theory

Back 23

1) Work performance
2) Job satisfaction
3) Job motivation

Front 24

What is Management by Objectives (MBO)

Back 24

organisational application of Goal-Setting Theory

Front 25

What does MBO assume

Back 25

1) Employee performance better when they know what is expected of them
2) Employees prefer self determination
3) Employees can be motivated by well timed formal and informal feedback
4) Employees prefer intrinsic and extrinsic rewards that are consistent with performance

Front 26

What are seven steps in MBO

Back 26

1) Analyses people, jobs methods
2) Plan goal strategy
3) Define employees jobs ( content, authority, responsibility)
4) Articulate goal difficulty, clarity, number and feedback
5) Reach agreement on goals times frame, metrics
6) make informal review of achievements
7) Formal review

Front 27

What are intrinsic rewards

Back 27

are rewards the employee gets from performing the job or task (job content)

Front 28

What are extrinsic rewards

Back 28

The rewards given to employee by the organisation (context)

Front 29

How can rewards be distributed in an organisation

Back 29

1) Performance based (merit-based)
2) Effort
3) Seniority
4) Equality

Front 30

List the types of company pay practices

Back 30

1) Caffeteria style fringe benefits
2) Lump-sum payments
3) Skill-based compensation
4) Accumulating time off
5) All-salaried teams
6) Open Salary information

Front 31

What are the types of group based reward systems

Back 31

1) Profit sharing Plans
2) Cost saving plans

Front 32

What are the types of Cost sharing plans

Back 32

1) Scanlon Plan - gain-sharing plan
2) Rucker Plan