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17 Cards in this Set

  • Front
  • Back
=measure of job performance

used for HR functions:
dev't and training
administrative decisions
Ultimate criterion
job performance as theoretical construct

encompasses all aspects defining job sucess
Actual criterion
real-world measures of the ultimate citerion

develop to best reflect/overlap with the ultimate criterion
criteria for criteria
extent to which actual criterion measure is stable or consistent

no drastically different results when used for same employees at close time intervals
extent actual criterion measure is related to ultimate criterion

extent measure seems to capture major elements of ultimate criterion, represents job performance
extent to which actual criterion measure can discriminate among effective and ineffective employees

identifies differences among employees, not everyone rated the same

bad discrimination= unfair stuff
degree to which actual criterion can and will be used by those whose job it is to make important decisions

measure can be done in reasonable amount of time and doesnt require much excess paperwork
extent actual criterion measure is percieved by employees to be just and reasonable

does not result in bogus results depending on non-performance related factors
subjective criteria
moderate correlation with objective (.39)
performance appraisal ratings
provided by supervisors, peers, subordinates

used for administrative decisions, dev't, research, etc

potential issues: sensitivity, fairness, pracitcality

can measure where objective cannot (ex interpersonal aspects of performance)
criterion problem
history: i/o focused on predictors, not criteria (based on convience/availability)

mulitdimensional, many aspects
dynamic, changes over time
typical vs max job performance
every job has more than 1 aspect of performance

theory of job

use 1 composite score or separate, md scores?.. difficult decision, based on purpose

best to develop multiple measures to be combined if necessary; consistent with scientist-practioner model

average or unequal weighting of dimensions
determining unequal weighting
depends on TYPE or HR decision
Dyanmic criteria
performance trajectories over time

barrett: job performance is stable; strong correlations from 1 measure of performance to next time performance is measured

not much change in rank-rater of employees in terms of job performance scores
hofmann, jacobs and baratta
need to look at trends of groups of employees, not lump all employees together
max vs typical performance
'can do' vs. 'will do' performance

peak capable of vs. day in/day out basis

usually abilities predict max performance