Performance Measurement

Performance Measurement

1. Performance evaluation: Criterion data, Employee development, Motivation/satisfaction, Rewards, Transfer, Promotion and Layoff

2. Objective performance measure Usually a quantitative count of the results of work such as sales volume, complaint letters, and output.

3. Judgmental performance measure Evaluation made of the effectiveness of an individual’s work behavior, most often by supervisors in the context of a yearly performance evaluation.

4. Hands-on performance measurement Type of measurement that requires an employee to engage in work-related tasks; usually includes carefully constructed simulations of central or critical pieces of work that involve single workers.

5. Walk-through testing Type of measurement that requires an employee to describe to an interviewer in detail how to complete a task or job-related behavior; employee may literally walk through the facility (e.g., a nuclear power plant), answering questions as he or she actually sees the displays or controls in question.

6. Electronic performance monitoring Monitoring work processes with electronic devices; can be very cost effective and has the potential for providing detailed and accurate work logs.

7. improved performance resulted under these circumstances: Highly skilled students/workers were monitored, the student/worker was able to delay or prevent monitoring at particular times and lower-skilled students/workers were not monitored.

8. Performance management System that emphasizes the link between individual behavior and organizational strategies and goals by defining performance in the context of those goals; jointly developed by managers and the people who report to them.

9. 7 rating questions and one open-ended question. This rating form has four distinct parts. The first part consists of instructions, The second part consists of the actual areas of instruction to be rated, The third part of the form contains the actual numbers or ratings that will be assigned and the fourth part deals with the definition of those numbers

10. The departments that create these rating forms are unsophisticated with respect to the theory of rating and to the best practices in the development of performance rating forms

11. High-level focus is usually driven by a desire for simplicity, usually for administrative purposes.

12. Studies have demonstrated that these overall ratings are dif- ferentially affected by various factors, including some that have not been explicitly presented to raters for consideration.

13. Task performance Proficiency with which job incumbents perform activities that are formally recognized as a part of their job.

14. Organizational citizenship behavior (OCB) Behavior that goes beyond what is expected.

15. Counterproductive work behavior (CWB) Voluntary behavior that violates significant organizational norms and threatens the well-being of the organization, its members, or both.

16. Trait ratings: Well-defined traits may very well support effective performance, but they are not actions or behaviors.

17. Task-Based Ratings: a direct extension of job analysis.

    • Duties Groups of similar tasks; each duty involves a segment of work directed at one of the general goals of a job.

18. Critical incidents Examples of behavior that appear “critical” in determining whether performance would be good, average, or poor in specific performance areas.

19. Structural Characteristics of a Performance Rating Scale: The first characteristic is the extent to which the duty or characteristic being rated is behaviorally defined. The second characteristic is the extent to which the meaning of the response categories is defined and The final characteristic is the degree to which a person interpreting or review- ing the ratings can understand what response the rater intended.

20. Graphic ratings scale Graphic display of performance scores that runs from high on one end to low on the other end.

21. A checklist is a list of behaviors presented to a rater, who places a check next to each of the items that best (or least) describe the ratee.

    • A Weighted checklist includes items that have values or weights assigned to them that are derived from the expert judgments of incumbents and supervisors of the position in question.

22. Forced-choice format Format that requires the rater to choose two statements out of four that could describe the ratee.

23. Behaviorally anchored rating scale (BARS) Rating format that includes behavioral anchors describing what a worker has done, or might be expected to do, in a particular duty area.

    • Behavioral observation scale (BOS) Format that asks the rater to consider how frequently an employee has been seen to act in a particular way.

24. Employee comparison methods Form of evaluation that involves the direct comparison of one person with another.

25. Simple ranking Ranking of employees from top to bottom according to their assessed proficiency on some dimension, duty area, or standard.

26. Paired comparison Technique in which each employee in a work group or a collection of individuals with the same job title is compared with every other individual in the group on the various dimensions being considered.

27. CARS: Instead pairing two employees in a better than/worse than format, it presents two statements that might characterize a given ratee, and the rater is asked to choose the statement that is more descrip- tive of the individual.