Hrm Ch. 9

Front 1

Why Appraise Performance

Back 1

1) they play an integral role in the employer's performance management process; 2) the appraisal lets the boss and subordinate develop a plan for correcting any deficiencies, and reinforce those things he does correctly; 3) they serve a useful career planning purpose; and 4) it plays a part in salary decisions.

Front 2

Steps in Appraising Performance

Back 2

1) define the job; 2) appraise performance; and 3) provide feedback.

Front 3

the simplest and most popular appraising performance technique, is where a scale is used to list a number of traits and a range of performance for each, then the employee is rated by identifying the score that best describes his/her performance level for each trait.

Back 3

Graphic Rating Scale Method

Front 4

is where employees are ranked from best to worst on a particular trait, choosing highest, then lowest, until all are ranked. Figure 9-6 shows an example of this method.

Back 4

Alternation Ranking Method

Front 5

involves ranking employees by making a chart of all possible pairs of employees for each trait and indicating which is the better employee of the pair.

Back 5

Paired Comparison Method

Front 6

is where predetermined percentages of rates are placed in various performance categories; similar to grading on a curve.

Back 6

Forced Distribution Method

Front 7

is where a supervisor keeps a record of uncommonly good and/or undesirable examples of an employee’s work-related behavior, and reviewing it with the employee at predetermined times.

Back 7

Critical Incident Method

Front 8

involve rating the employee’s performance for each performance factor, writing down examples and an improvement plan, aiding the employee in understanding where his/her performance was good or bad, and summarizing by focusing on problem solving.

Back 8

Narrative Forms

Front 9

combines the benefits of narratives, critical incidents, and quantified scales, by anchoring a scale with specific behavioral examples of good or poor performance

Back 9

Behaviorally Anchored Rating Scales (BARS)

Front 10

The five steps in developing a BARS are:

Back 10

1) generate critical incidents; 2) develop performance dimensions; 3) reallocate incidents; 4) scale the incidents; and 5) develop final instrument.

Front 11

Advantages of BARS

Back 11

more accurate gauge; clearer standards; feedback; independent dimensions; and consistency

Front 12

Potential Rating Scale Appraisal Problems

Back 12

unclear standards; halo effect; central tendency; leniency or strictness; and bias.

Front 13

Ambiguous traits and degrees of merit can result in an unfair appraisal.

Back 13

Unclear Standards

Front 14

the influence of a rater’s general impression on ratings of specific qualities, can be a problem

Back 14

Halo Effect

Front 15

where supervisors stick to the middle of the rating scales, thus rating everyone average.

Back 15

Central Tendency

Front 16

supervisors have the tendency to rate everyone either high or low.

Back 16

Leniency or Strictness

Front 17

the tendency to allow individual differences such as age, race, and sex to affect the appraisal ratings employees receive, is a problem

Back 17

Bias

Front 18

where subordinates anonymously rate their supervisor’s performance.

Back 18

upward feedback

Front 19

– where ratings are collected from the employee’s supervisors, subordinates, peers, and internal or external customers.

Back 19

360-Degree Feedback

Front 20

an interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths

Back 20

The Appraisal Interview

Front 21

Types of appraisal interviews

Back 21

1) Satisfactory – Promotable with the objective to make development plans; 2) Satisfactory – Not Promotable with the objective to maintain performance; and 3) Unsatisfactory – Correctable with the objective to plan correction.