Human Resources Chapter 8 – Flashcards
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Performance Management
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The process of through which managers ensure that employee activities and outputs are congruent with the organization's goals.
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Performance Appraisal
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Is the process through which an organization gets information on how well an employee is doing his or her job.
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Performance Feedback
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is the process of providing employees information regarding their performance effectiveness.
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six steps in the performance management process
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1. Define performance outcomes for the company division and department. 2. Develop employee goals, behavior, and actions to achieve outcomes. 3. Provide support and ongoing performance discussions. 4. Evaluate performance 5.Identify improvements needed 6.Provide consequences for performance results.
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Purpose of Performance Management
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- Administrative. - Strategic. - Developmental.
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Five performance criteria
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1. Strategic congruence. 2. Validity. 3. Reliability. 4. Acceptability. 5. Specificity.
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Contamination
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Information that is gathered but irrelevant
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Performance Review Hints
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- Don't do it just once a year. - Plan carefully to tell the truth. - Keep the feedback private . - Focus on the future . - Allow for discussion . - Document the review .
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Methods for Measuring Performance
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Many organization uses a measurement system that includes a variety of these measures; - Quality. - Comparative. - Attribute. - Behavior. - Results.
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Simple Ranking
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Technique for making comparison that; - Requires managers to rank employees in their group from the highest performer to the poorest performer.
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Force Distribution
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Technique for making comparison that; - Assigns a certain percentage of employees to each category in a set of categories
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Paired Comparison
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Technique for making comparison that; - Compares each employee with each other employee to establish rankings.
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Graphic Rating Scale
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Rating individuals - Attributes: Lists traits and provides a rating scale for each trait. - Employers uses the scale to indicate extent to which an employee displays each trait.
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Mixed-Standard Scale
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Rating individuals - Attributes: Uses several statements describing each trait to produce a final score for that trait
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Critical-Incident Method
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Rating Individuals - Behaviors; - Based on managers' records of specific examples of employees acting in ways that are either effective or ineffective. - Employees receive feedback about what they do well and what they do poorly and how they are helping the organization achieve its goals.
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Behaviorally Anchored Rating Scale (BARS)
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Rating Individuals - Behaviors; - Rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance.
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Behavioral Observation Scale (BOS)
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Rating Individuals - Behaviors; -A variation of a BARS which uses all behaviors necessary for effective performance to rate performance at a task. -A BOS also asks the manager to rate frequency with which the employee has exhibited the behavior during rating period.
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Organizational Behavior Modification (OBM)
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Rating Individuals - Behaviors; - A plan for managing behavior of employees through a formal system of feedback and reinforcement.
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Management by Objectives (MBO):
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- People at each level of the organization set goals in a process that flows from top to bottom, so that all levels are contributing to the organization's overall goals. -These goals become the standards for evaluating each employee's performance.
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Total Quality Management (TQM)
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- provide methods for performance measurement and management. - With TQM, performance measurement combines measurements of attributes and results. *Subjective feedback. *Statistical quality control.
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Contrast errors
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- rater compares an individual, not against an objective standard, but against other employees. - It commonly influences performance measurements.
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Distributional Errors
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- rater tends to use only one part of a rating scale. - It commonly influences performance measurements. ->* Leniency*: the reviewer rates everyone near the top -> *Strictness*: the rater favors lower rankings -> *Central tendency*: the rater puts everyone near the middle of the scale
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Appraisal Politics
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a situation in which evaluators purposefully distort ratings to achieve personal or company goals.
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S.M.A.R.T objectives
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S= Specific M = Measurable A = Agreed upon R= Reasonable T = Time bound
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Scheduling Performance Feedback
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- Performance feedback should be a regular, expected management activity. - Annual feedback is not enough. - Employees should receive feedback so often that they know what the manager will say during their annual performance review.
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Giving Performance Feedback
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During feedback sessions, managers can take any of three approaches: 1. *"Tell-and-Sell"* - managers tell employees their ratings and then justify those ratings. 2. *"Tell-and-Listen"* - managers tell employees their ratings and then let employees explain view. 3. *"Problem-Solving"* - managers and employees work together to solve performance problems.
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6 ways to structure communication
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1. Focus on goals. 2. Listen as well as talk. 3. Be honest. 4. Prevent surprises. 5. Use specific, concrete examples. 6. Treat employees with respect.
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Legal issues in Performance Management
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Performance management processes are often scrutinized in cases of discrimination or dismissal. - To protect against lawsuits, it is important to have a legally defensible performance management system.
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Ethical issues in Performance Management.
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Employee monitoring via electronic devices and computers may raise concerns over employee privacy. - To protect against lawsuits, it is important to have a legally defensible performance management system.
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Legally defensible performance management system
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- Based on valid job analyses, with requirements for job success clearly communicated to employees. - Evaluates behaviors or results, rather than traits. Multiple raters (including self-appraisals) used. - All performance ratings reviewed by upper-level managers. - Appeals mechanism for employees.
