20614090
Beschreibung
Karteikarten von Josefine Marie, aktualisiert more than 1 year ago
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Erstellt von Josefine Marie
vor mehr als 4 Jahre
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| Frage | Antworten |
| Employee engagement | - level of commitment workers make to their employers - Seen in their willingness to stay at firm and go beyond call of duty -- found in employees minds, hearts and hands |
| Performance Management | - Goal-oriented process ensuring processes are in place to maximize productivity at employee, team and organizational levels - Close relationship between incentives and performance - Dynamic, ongoing, continuous process - each part of the system is integrated and linked for continuous organizational effectiveness |
| Performance Appraisal | - formal system of review and evaluation of individual or team task performance - often negative, disliked activity |
| Uses of Performance appraisal | - Human Resource Planning - Recruitment and Selection - Training and development - Career planning and development - Compensation programs - Internal employee relations - Assessment of employee potential |
| Performance Appraisal Environmental Factors | - Legislation requiring nondiscriminatory appraisal systems - Labor Unions - factors within internal environment, such as corporate culture |
| Performance Appraisal Process | - Identifying specific performance goals - establish performance criteria and communicate these expectation to employees - examine work performed - Appraise the results - Discuss appraisal with employee |
| Getting rid of performance appraisals?? | - managers dont like doing it and emplyoees dont like receiving them - maybe there is a better way |
| Performance criteria (standars) | - Traits (attitude, appearance, initiative) - Behaviors (leadership style, teamwork) - Competencies (knowledge, skills) - Goal achievement (results) - Improvement potential (emphasize future) |
| Responsibility for Appraisal | - Immediate supervisor (most common choice) - Subordinates (difficulty if they are not honest bc of popularity) - Peers and team members (difficult for team members to critizie each other) - Self-appraisal - Customer appraisal (holds employees accountable) |
| Performance Period | - prepared at specific intervals - usually annually or semi-anually - period may begin with employes date of hire - all employees may be evaluated at same time |
| Performance Appraisal methods | - 360 Degree evaluation (input from multiple sources, more objective) - Rating scales (according to defined factors) - Critical incidents (record of good+bad work actions) - Essay (narrative) - Work standards - Ranking (overall performance) - Paired comparison - Forced distribution - Result based systems |
| Problems in Performance Appraisal | - Appraiser discomfort - Lack of objectivity - halo/horn error - Leniency / strictness - central tendency - recent behavior bias - personal bias (stereotyping) - manipulationg the evaluation - Employee anxiety |
| Characteristics of effective appraisal system | - job related criteria - performance expectations - standardization - Trained appraisers - continuous open communication - conduct performance reviews - due process |
| Legal implications of performance appraisal | - Employee lawsuits may result from negative evaluations - Unlikely that any appraisal system will be immune to legal challenge |
| Conduction of Appraisal interview | - use of praise and criticism - employee should go thorugh diary or files and make notes of all projects, appraisal manager should go through it well before review - employee should leave interview with positive feeling - interview should end with specific and mutually agreed-upon plans for employees development |
| Performance Appraisal affecte by country's culture | - special problems when translated into different cultural environments - chinese managers might have different idea about performance than western managers - culture plays role in success and failure of performance appraisals in middle east |
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