Badm 130 -Hr Chapter 7

Front 1

What is Management by Objectives (MBO)?

Back 1

Management by Objectives (MBO): A goal directed approach to performance appraisal in which workers and their supervisors set goals together for the upcoming evaluation period. This is the most prevalent outcome approach alongside naturally occurring outcome measures.

Front 2

What are typical forms of bias in appraising performance?

Back 2

Rater error: An error in performance appraisals that reflects consistent biases on the part of the rater.
- Halo Error: The tendency to rate similarly across dimensions
- Restriction of range error (Leniency errors, Central tendency errors, Severity errors)
Personal Bias may also cause errors in evaluation (race, origin, sex, age…)
Liking can cause errors in performance appraisals when raters allow their like or dislike of an individual to influence their assessment of that person’s performance.

Front 3

How are performance appraisals commonly used?

Back 3

Performance Appraisals: The identification, measurement, and management of human performance in organizations.
Organizations usually conduct appraisals for ADMINISTRATIVE (when the basis for a decision is about the employees work conditions such as promotions, termination, and rewards) and/or DEVELOPMENTAL (geared towards improving employee’s performance and strengthening job skills include providing feedback, counseling employees on effective work behavior, and offering them training/learning opportunities) purposes.

Front 4

Where are the legal requirements for performance appraisal systems set forth

Back 4

Civil Rights Act of 1964 - Title VII
Prohibits discrimination in all terms and conditions of employment, meaning performance appraisal must be held free of discrimination at both individual and group levels. Some courts have also held that performance appraisal system should meet the same validity standards as selection tests.
Influenced judges:
o Use of job analysis
o Providing written instructions
o Allowing employees to review appraisal results
o Agreement among multiple raters
o The presence of rater training

Front 5

What are the components for employee performance on the job

Back 5

- Knowledge: Associate has solid grasp of basic legal concepts. Demonstrates intellectual curiosity and commitment to understand. Takes ownership of assignments.
- Skills and Capabilities: Associate demonstrates strong basic skills in written and oral communication, analysis, organization, and problem solving. Seeks out training and work opportunities to improve skills.
- Work Management: Associate demonstrates strong work management skills, including time management and timely delivery of product.
- Character and Commitment: Associate demonstrates ethical integrity and sound judgment.

Front 6

How can managers increase the accuracy of performance evaluations?

Back 6

360* Feedback: The combination peer-review, subordinate-review, and self-review
Peer-Review: A performance appraisal system in which workers at the same level in the organization rate one another
Subordinate Review: A performance appraisal system in which workers review their supervisors
Self-Review: A performance appraisal system in which workers rate themselves

Front 7

16. What are the advantages and disadvantages of measurement-focused appraisal tools?

Back 7

See Study guide

Front 8

17. What are the components of an employee’s job performance that affect appraisals?

Back 8

see 14