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Flashcards

Performance Management - Chapter 6

janinemartinez20 English 59 cards

Cards in this deck (59)

  1. 1What are the four key elements of an appraisal system?1. Performance criteria
    2. Performance standards
    3. Performance assessment
    4. Use of the information
  2. 2KEY ELEMENTS OF PERFORMANCE CRITERIA: 1. What is performance criteria?Performance criteria are indicators of successful job performance
    * Performance criteria must be job related; otherwise evaluation may lead to inaccurate, biased results.
    * Personality traits may pose problems at times.
  3. 3KEY ELEMENTS OF PERFORMANCE CRITERIA: 2. What is Performance Standards?Performance Standards are benchmarks against which an individual employee's (or team's) performance is measured.
    * Standards should not be set arbitrarily must be realistic and relevant
  4. 4KEY ELEMENTS OF PERFORMANCE CRITERIA: 3. Performance assessment* Performance standards are assessed using some evaluation form or instrument
    * Can be direct or indirect
    * May be verifiable or not
    *Direct, verifiable measures are the best
  5. 5What are performance assessments used for? 1 of 8Appraisal results are used for practically all human resource activities
    Figure 6-4 . p
    1. performance improvement - Performance feedback can generate appropriate actions to improve performance
  6. 6What are performance assessments used for? 2 of 82. Compensation Adjustments - Performance evaluations help determine who should receive pay raises
  7. 7What are performance assessments used for? 3 of 83. Training and Development - Poor performance indicates the need for retraining; likewise, good performance may indicate untapped potential that should be developed.
  8. 8What are performance assessments used for? 4 of 84. Avoidance of Discrimination - Accurate appraisals ensure that internal placement and compensation decisions are not discriminatory
  9. 9What are performance assessments used for? 5 of 85. Coaching and Guidance - Performance feedback guides career decisions and helps managers coach subordinates.
  10. 10What are performance assessments used for? 6 of 86. Termination Documentation - Objective and impartial documentation is necessary in disciplinary and discharge decisions.
  11. 11What are performance assessments used for? 7 of 87. Eliminate Job Design Errors - Poor performance may be a symptom of poor job designs. Appraisals help diagnose these errors.
  12. 12What are performance assessments used for? 8 of 88. Staffing Decisions - Promotions, transfers, demotions, layoffs, etc. are usually based on past or anticipated performance. Often promotions are a reward for past performance.
  13. 13Characteristics of an Effective Appraisal System. FIGURE 6-5 - p. 167 Acronym: V-I-T-A-L-I-S-EVALIDITY -
    Are the performance measures and instruments used valid?
    RELIABILITY - is the degree to which the measurements are free from random measurement errors.
  14. 14Characteristics of an Effective Appraisal System. FIGURE 6-5 - p. 167 Acronym: V-I-T-A-L-I-S-EINVOLVEMENT -
    Did all persons concerned and affected by the system have input at the system design stage?
  15. 15Characteristics of an Effective Appraisal System. FIGURE 6-5 - p. 167 Acronym: V-I-T-A-L-I-S-ETRAINING -
    Did all persons concerned (raters as well as ratees) receive training in the system before it was implemented?
  16. 16Characteristics of an Effective Appraisal System. FIGURE 6-5 - p. 167 Acronym: V-I-T-A-L-I-S-EACCEPTABLE STANDARDS & TARGETS -
    Are the performance standards and targets well communicated to job incumbents and accepted by them?
  17. 17Characteristics of an Effective Appraisal System. FIGURE 6-5 - p. 167 Acronym: V-I-T-A-L-I-S-ELINKED TO OTHER SYSTEMS -
    Do the appraisals have consequences especially on matters such as job placement, rewards, and career growth or job incumbents?
  18. 18Characteristics of an Effective Appraisal System. FIGURE 6-5 - p. 167 Acronym: V-I-T-A-L-I-S-EINPUT INTO APPRAISALS -
    Do the job incumbents get an opportunity to participate in the evaluation process and offer their input?
  19. 19Characteristics of an Effective Appraisal System. FIGURE 6-5 - p. 167 Acronym: V-I-T-A-L-I-S-ESOURCES OF INFORMATION -
    Are different assessors and sources of information employed to improve overall accuracy and checked for consistency?
  20. 20Characteristics of an Effective Appraisal System. FIGURE 6-5 - p. 167 Acronym: V-I-T-A-L-I-S-EEMPLOYEE FEEDBACK -
    Do the job incumbents receive valid and timely feedback on their performance with guidance to improve the same in the future?
  21. 21The many faces of validity:1. Content Validity
    2. Criterion-related validity
    3. Predictive Validity
    4. Concurrent Validity
    5. Construct Validity\
    6. Face Validity
  22. 22What is content validity?If the measures include reasonable samples of skills, competencies, and outcomes related to the job, the assessment is judged as valid.
    e.g. a supervisor of a sales person cannot focus on simply sales volume and tardiness because he would be omitting important aspects of job perf. such as quality of customer service or merchandise display.
  23. 23What is criterion-related validity?Are the competencies and skills assessed strongly related to criteria such as job performance and potential? If the answer is yes, then they have criterion-related validity.
    e.g. a vehicle operator's perf assessment cannot be based solely on the speed of operating the vehicle. If safety is not considered as well, it will be deemed invalid.
  24. 24What is predictive validity?If the performance assessments can predict future performance and potential, they score high on predictive validity. Such valid assessments are critical for training and development, especially in the case of poor performers. Valid assessments allow the organization to initiate remedial training programs.
  25. 25What is concurrent validity?To be concurrently valid, the measure used should be able to separate current high and low performing employees. E.g. an attribute (such as a clean working table) does not separate good performers from poor performers.
  26. 26What is Construct Validity?Construct Validity is the degree to which a set of measures or an assessment procedure captures the essence of an abstract concept, such as creativity, job commitment, or organizational citizenship. Establishing construct validity is a complex process often necessitating data collection over an extended period of time and knowledge of the sophisticated data analysis tools.
  27. 27What is face validity?Face validity is high when the assessments appear to be valid even on a superficial examination by all concerned.
  28. 28Appraisal Errors and Biases - LENIENCY ERROR:The tendency to give very generous ratings to everyone. Most likely to occur when performance standards are very vague, and organization has a highly political climate (the supvr. wants his / her people to advance)
  29. 29SEVERITY OR STRICTNESS ERROR:It's the opposite of leniency error and occurs when the raters are too harsh on the ratees. This is again common when performance standards are vague. The tendency to rate others harshly is linked to the type of ratings the rater receives.
  30. 30HALO ERROR:Denotes tendency to carry over the rater's overall favourable or unfavourable opinion about the job incumbent on one dimension of performance to other dimensions. E.g. a high producing EE may be rated as analytical; where as a tardy one may be rated uncooperative.
  31. 31CENTRAL TENDENCY OR RANGE RESTRICTION ERRORReflects a predisposition to cluster most job incumbents in the middle point of a rating scale.
  32. 32RECENCY ERROROccurs when the ratings are unduly biased by the most recent actions - good or bad - of the ratee concerned. Most likely to occur when the appraisal occurs annually or after a long lapse.
  33. 33STEREOTYPES:The rater prejudices against specific groups who share one or more common attributes. e.g. accountants are not outgoing, or women cannot be good in technical jobs
  34. 34ATTRIBUTION ERRORS:Occurs because of the human tendency to attribute favourable outcomes to ourselves and unfavourable outcomes to external forces or working conditions. E.g. individuals may attribute good performance traits to their own traits, but if something goes wrong, it's because the equipment is absolete. If someone else's performance is good, then it's because of good luck, or working conditions, etc.
  35. 35PERSONAL PREJUDICES:These are the raters' personal likes and dislikes for the job incumbent, which influences his or her assessment of that person's performance.
  36. 36SELF-SERVING ERRORS:These are biases which encourage the raters to inflate ratings to make themselves look good.
  37. 37Popular Performance Assessment Approaches:Past-Oriented Approaches
    Present-Oriented Approaches
    Future-Oriented Approaches
  38. 38PAST ORIENTED APPROACHES ARE:Past oriented Approaches:
    Rating Scale
    Checklists
    Critical Incident method
    BARS
  39. 39PAST ORIENTED APPROACH Rating Scale:Rating Scale:
    - Perhaps most widely used
    - Requires the rater to provide a subjective evaluation of an employee on a number of job related dimensions along a scare from low to high
  40. 40PAST ORIENTED APPROACH Checklists:Requires rates to select statements and adjectives describing an employee's job related behaviours and performance or other cahracteristics.
  41. 41PAST ORIENTED APPROACH Critical Incident method:Critical Incident method
    Requires the rater to record statements that describe extremely good or bad employee behaviour related to job performance.
  42. 42PAST ORIENTED APPROACH BARS - Behaviourally Anchored Rating ScalesBARS - Attempts to reduce the subjectivity and biases of subjective performance measures by focusing on specific and critical work behaviours rather than traits and personality characteristics.
  43. 43PRESENT ORIENTED APPROACHES:Present Oriented Approaches:
    - Field Review
    - Performance tests
  44. 44PRESENT ORIENTED APPROACHES: Field ReviewField Review -
    A skilled representative of the perforamnce mangement department (i.e. perf analyist or psychologist) goes to the actual job site and either assists teh immediate supervisor with the ratings or rates the EE, after consulting everyone concerned.
  45. 45PRESENT ORIENTED APPROACHES: Performance TestsPerformance Tests
    Assess the knowledge or skills possessed by the job incumbent
  46. 46FUTURE ORIENTED APPROACHES:Self Appraisal - Self Appraisal permits employees to evaluate past and present performance and knowledge and, in several instances, identify future performance standards, skill repertoire, and areas for self-development. When employees evaluate themselves, defensive behaviour is less likely to occur
  47. 47FUTURE ORIENTED APPROACHES: Management by Objectives ApproachManagement by Objectives Approach (MBO) is a goal directed approach in which employees and superiors jointly establish performance goals for the upcoming evaluation period and use these as the standards by which performance will be judged.
  48. 48FUTURE ORIENTED APPROACHES: Assessment CentreAssessment Centres assess employee competencies and future potential using multiple types of evaluation such as interviews, in-basket exercises, games and multiple raters.
  49. 49ASSESSING GROUP AND TEAM PERFORMANCE: Comparative Evaluation Methods -Comparative Evaluation methods are a collection of different methods that compare one person's performance with that of coworkers.
  50. 50Comparative Evaluation Methods:Ranking -
    It requires the evaluator to rank employees from best to worst. Ranking has the advantangeof formcing the rater to differentiate among employees.
    - Suscetible to halo and recency effect; although rankings by 2 or more can be averaged to help reduce biases.
  51. 51Comparative Evaluation Methods - Forced DistributionsForce Distributions - it requires the rater to sort employees into each of several classifications or categories based on their performance. This method overcomes the biases of central tendency leniency, and strictness. Some workers don't like it because sometimes employees are rated lower than what EE or Supvr. think is correct.
  52. 52SUGGESTED EE ASSESSMENT APPROACH: 360-degree approach360 degree appraisal system:
    None of the approaches are devoid of weaknesses or rating biases. This encouraged several employees to adopt a 360-degree appraisal system. This approach combines supervisory, peer, subordinate, and self reviews. Although it's good it may not feasible in some org. settings.
  53. 53To improve Assessment Practices:Clarify criteria- performance expectations should be identified and updated periodically.
    Jointly identify standards - Performance review is a 2-way process, both the rater and ratee should contribute to the process.
    Multiple appraisals - Appraisals serve several purposes there are different appraisal approaches, which achieve different objectives.
  54. 545 Different Types of Appraisal Systems:- Appraisals for work planning
    - Appraisals focusing on Compensation Review
    - Appraisals focusing on EE developmental planning.
    - Appraisals focusing on employee career planning.
    Appraisals that facilitate HR planning
  55. 55Determine Performance appraisal cyclesMost firms should have at least 2 Perf. cycles.
    1. One that focuses on performance improvements and feedback
    2. One that deals with long-term career, development, and retention issues.
  56. 56Train Raters and RateesThere are 2 critical players in a performance appraisal process - the appraise and the appraisee. Each has a distinct role to play, and each must be prepared for this role. In the absence of sound training, performance assessment may end up being a useless ritual incapable of generating valid info about the job incumbent, the work or the future potential for the individual involved.
  57. 57Plan Corrective Action:Evaluation results are conveyed to the employee during an interview called Developmental evaluation interviews. These are performance review sessions that give employee feedback about their past performance and future potential.
  58. 58Plan Corrective Actions:An evaluator may provide feedback through several methods:
    - Tell and sell - mostly for new hires. reviews ee. perforamance & attempts to convince the EE to perform better.
    - Tell and listen - removes ee defensiveness, by allowing ee to explain reasons for perf.
    - problem solving - identifies problems that are interfacing with EE performance.
  59. 59LINKING APPRAISAL RESULTS TO OTHER SYSTEMS:Link the appraisal with other HR activities:
    - job description and duties
    - Job specs and req'd competencies
    - Selection of employees
    - Training
    - Rewards
    - Potential Evaluation and promotion decisions.

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Flashcards on Performance Management - Chapter 6, created by janinemartinez20 on 07/04/2016.
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