Compensation And Benefits

Front 1

Can avoid direct responsibility for pay raises so employees can receive fairy pay without political objections

Back 1

The federal, state, and local governments

Front 2

Most unionized private sector and public sector organizations continue to base salary on

Back 2

seniority or length of employee service, though the number of these workplaces is steadily declining.

Front 3

Is one of the most commonly use compensation methods in the U.S.

Back 3

Merit Pay

Front 4

occur most often in the private "for profit" sector of the economy rather than in such public sector organizations as local and state governments

Back 4

Merit Programs

Front 5

give merit increases to employees based on subjective appraisal of employees' performance

Back 5

Supervisors

Front 6

should always reward employee performance rather than represent adjustments for inflation

Back 6

Merit Pay Raises

Front 7

Compensation Professionals should consider two factors:

Back 7

1. Commitment from top management
2. The design of jobs--both before endorsing the use of merit pay systems

Front 8

Trait Systems

Back 8

ask raters to evaluate each employee's traits or characteristics (ex: quality of work, quantity of work, appearance, dependability, cooperation, initiative, judgement, leadership responsibility, decision-making, ability or creativity.

Front 9

Comparison System

Back 9

evaluates a given employee's performance against that of other employees

Front 10

Forced Distribution

Back 10

performance appraisal, assigns employees to groups that represent the entire range of performance

Front 11

Critical Incident Technique (CIT)

Back 11

requires job incumbents that their supervisor to identify performance (ex: on-the-job behaviors and behavioral outcomes) that distinguish successful performances from unsuccessful ones.

Front 12

Behaviorally Anchored Rating Scales (BARS)

Back 12

are based on the CIT, and these scales are developed in the same fashion with one exception. For the CIT, a critical incident would be written as "the incumbent completed the task in a timely fashion." For the BARS format, this incident would be written as "the incumbent is expected to complete the task in a timely fashion".

Front 13

Among various performance appraisal techniqures

Back 13

BARS is the most definable in court because it is based on actual observable job behaviors.

Front 14

Management by objectives (MBO)

Back 14

could be the most effective performance appraisal techniques because supervisors and employees determine objectives for employees to meeting during the rather period and employees appraise how well they have achieved their objectives.

Front 15

First-Impression Effect

Back 15

a manager might make an initial favorable or unfavorable judgment about an employee and then ignore or distort the employees' actual performance based on this impression

Front 16

Positive Halo Effect or Negative Halo Effect

Back 16

occurs when a rater generalizes an employee's good or bad behaviors as one aspect of the job to all aspects of the job

Front 17

Errors of Leniency or Strictness

Back 17

raters sometimes place every employee at the high or low end of the scale, regardless of actual performance.

Front 18

Leniency Error

Back 18

managers tend to appraise employees' performance more highly than they really rate compared with objective criteria