HRM Ch. 8 – Essay Writing – Flashcards

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When directly tied to an organization's ____ ____, provide ____ ____ for employees to work toward achieving organizational objectives.
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reward system; powerful incentives
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When well-designed and implemented, performance management systems let employees: Know ____ they are ____ and clarify what needs to be done to ___ ___.
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how, performing; improve performance
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what are the 2 components to understanding performance?
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effort and performance
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energy expended
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effort
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measured in terms of results.
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performance
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performance determinants
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job performance, effort, abilities, role (task) perceptions - direction
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results from interrelationships among effort, abilities, and role perceptions
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job performance
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results from being motivated; Amount of energy (physical and/or mental) used in performing a task.
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effort
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Personal Characteristics used to perform. Don't fluctuate much over short time.
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abilities
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in which one believes he/ she should channel effort on the job
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role (task) perceptions - directions
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Activities and Behaviors we believe are necessary to perform job are
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role perceptions
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For acceptable performance, must have a minimum level of _____ in each performance component
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proficiency
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what does performance require?
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effort, ability, clear role perception
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Lack of Time --- or Conflicting Demands on time Inadequate Work Facilities and Equipment Restrictive Policies affecting job Lack of Cooperation from others Type of Supervision Temperature, lighting, noise, machine pacing Shifts Even Luck?
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performance obstacles outside of employee control (environmental)
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Identifying, measuring, managing, and developing performance of human resources
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performance management
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Ongoing process of evaluating employee performance.
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performance appraisal
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job analysis; organizational mission and objectives
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step 1 in job appraisal process
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develop standards and measurement methods; communicate standards to workforce.
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step 2 in job appraisal process
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informal PA - coaching and discipline
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step 3 in job appraisal process
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prepare for and conduct the formal PA
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step 4 in job appraisal process
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Valid and Reliable. Acceptable and Feasible. Specific. Based on the Mission and Objectives.
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accurate performance measures
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Communicate employee's performance strengths and improvement needs
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why you conduct performance appraisals
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Make employment-related decisions: pay raises, promotions, demotions, training, development, termination.
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why you conduct performance appraisals
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Motivate—Develop: help employees improve their own (and organizational) performance
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why you conduct performance appraisals
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Performance appraisal info can be input to:
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validate selection procedures and HR planning
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Performance appraisal must be what?
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job related
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Organizations must conduct ____ ____ and ____ ____.
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job analyses; job descriptions
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2 parts of effective performance appraisal process
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evaluate and motivate
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focus on positive future potential results
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motivate
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what can be assessed?
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traits, behaviors, results/outcomes
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physical or psychological characteristics
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traits
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actions
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behaviors
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how we goals are achieved
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results/outcomes
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All should have a ____ relationship to essential job functions and be _____ (reliable and valid) measures
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direct; accurate
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Manager keeps a written record of positive and negative employee performance
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critical incidents method
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Typically used for making developmental and evaluative decisions.
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critical incidents method
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Recording incidents regularly is time-consuming. Definition of "critical incident" is unclear. Can lead to friction between manager and employees, believing a "book" kept on them.
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drawbacks of critical incidents method
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Clear Statements of employee's work objectives. Action plan: how objectives will be achieved. Allow employee to implement action plan. Measure objective achievement. Take corrective action if necessary. Establish new objectives for future
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management by objectives
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For ___ ___ ___ to be successful, objectives should be: Quantifiable and measurable. Challenging yet achievable. Written, in clear language
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management by objectives
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Employees should be: Active participants in the process. In regular discussions with manager on progress and modify objectives when necessary.
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management by objectives
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Manager writes statements about employee performance; can use critical incidents method to supplement these
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narrative (essay) method
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Typically used for ongoing feedback; also for employee development planning.
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narrative (essay) method
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Length and content can vary depending on rater. Essay appraisals are difficult to compare. Writing skill of appraiser can affect appraisal.
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drawbacks of narrative (essay) method
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Rater indicates on a scale (1-5?) where employee rates on factors, such as: Quantity of work Dependability Job knowledge
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graphic rating scale
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Scales include numerical ranges and written descriptions.
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graphic rating scale
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Evaluators unlikely to interpret written descriptions in same manner due to differences in background, experience, and personality. Choice of rating categories: May choose categories with little relationship to job performance, or omit significant categories.
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potential weaknesses of graphic rating scale
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Employee rated on whether specific job behaviors are performed
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behaviorally anchored rating scale
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Focus is not on performance outcomes but on behaviors demonstrated. Assumption that these behaviors will result in effective job performance.
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behaviorally anchored rating scale
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is a graphic rating scale developed to help overcome errors in performance appraisals.
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behaviorally anchored rating scale
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has to do with BARS; Broad categories of duties and responsibilities that make up a job; Each job has several of these, and separate scales must be developed for each.
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job dimensions
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has to do with BARS; specific categories of performance
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scale values
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has to do with BARS; Written statements of actual behaviors indicating level of performance.
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anchors
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Managers and Job Incumbents: Identify relevant job dimensions for the job. Write behavioral anchors for each dimension: As many anchors as possible should be written for each job dimension.
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steps in BARS development
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Developed through participation of managers and job incumbents. Anchors developed from observations and experiences of employees actually performing job. Increases likelihood that method will be accepted. BARS can be used to provide specific feedback concerning an employee's job performance.
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BARS advantages
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Takes considerable time and commitment to develop. Separate forms must be developed for different jobs
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BARS disadvantages
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Performance of an employee is ranked relative to the performance of others
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ranking methods
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3 commonly used ranking methods
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Alternation, Paired comparison, Forced distribution
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Rated employees listed on the left side. Rater chooses most valuable employee on the list, crosses that name off, puts it at top of column on the right side. Appraiser then selects and crosses off name of least valuable employee and moves it to bottom of right-hand column. Rater repeats this process for all names. Resulting list of names in right-hand column gives
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alternation ranking
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A rater evaluates 6 employees; names are listed on left side of page. Rater compares first employee with second employee on chosen performance criterion, such as quantity of work. If rater believes 1st employee has produced more work than 2nd employee, check mark is placed by 1st employee's name. Rater then compares 1st employee to 3rd, 4th, 5th, and 6th employee on same criterion, placing check mark by name of employee who produced most work in each paired comparison
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paired comparison ranking
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Process is repeated until each employee is compared to every other employee on all performance criteria. Employee with most check marks is considered to be best performer. Employee with fewest check marks is lowest performer
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paired comparison ranking
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It becomes unwieldy when comparing more than 5 or 6 employees
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drawback of paired comparison ranking
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Rater compares employees' performance, placing a certain percentage of employees at various performance levels. Assumes performance in group of employees will be distributed according to a bell-shaped, or "normal," curve
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forced distribution
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In small groups of employees, bell-shaped distribution of performance may not be applicable. Even where distribution may approximate normal curve, probably not a perfect curve; so, some employees probably not rated accurately.
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drawback of forced distribution
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Managers, peers, customers, suppliers, or colleagues complete questionnaires on employee. Person assessed also completes questionnaire. HR Dept. provides results to employee, who gets to see how his/her opinion differs from those of other assessors
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360 degree feedback
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360 degree feedback is also known as what?
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multi rater assessment
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how to choose who we choose to conduct an evaluation; Conduct a ___ ____ ___ to determine when benefits of increasing performance feedback outweigh cost to give organization a return on its investment.
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cost benefit analysis
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Maximize performance while minimizing total cost of performance appraisal process.
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goal of cost benefit analysis
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make it difficult to compare ratings from different raters
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errors
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Tendency of manager to evaluate employees on work performed most recently.
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recency
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Ratings are grouped at the positive end instead of being spread throughout the performance scale
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leniency
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Tendency to rate most employees' performance near the middle of performance scale; everyone "about average".
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central tendency
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Rater allows a single prominent characteristic of employee to influence rater's judgment on each separate item in performance appraisal. Employee receives approximately same rating on every item
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halo effect
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Develop Accurate Performance Measures Use multiple criteria. Minimize use of trait-based Evaluations. Give the measures the OUCH and Blanchard tests. Train Evaluators to overcome common problems of assessment. to use measurement methods and forms. Use Multiple Raters
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avoid performance appraisal problems
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Managers prepare for and communicate the analysis of performance with the employee. Conduct two interviews: For evaluative decisions. For development
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debriefing the appraisal
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Where are we now? Answered in performance appraisal process. Where do we want to be? Mutually agree on improvement areas
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performance improvement plan components
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How does employee get from here to there? Manager and employee agree on specific steps. May include training and/or how rater will help employee achieve performance goals
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performance improvement plan components
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permits use of a bona fide performance appraisal system
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title vii of the civil rights act
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Generally not considered to be ___ ___ when appraisal results in adverse effects on minorities, women, or older employees.
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bona fide
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Court cases have ruled that performance appraisal systems used by organizations were ____ and ___ ___ ___.
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discriminatory; not job related.
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Derive appraisal content from job analyses. Emphasize work behaviors, not personal traits. Ensure that results of appraisals are communicated to employees. Ensure that employees are allowed to give feedback during appraisal interview
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performance appraisal and the law
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Train managers in how to conduct evaluations. Appraisals are written, documented, retained. HR decisions are consistent with performance appraisals
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performance appraisal and the law
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the process of identifying, measuring, managing, and developing the performance of the human resources in an organization
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performance management
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the ongoing process of evaluating employee performance
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performance appraisal
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the willingness to achieve organizational objectives
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motivation
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identify the physical or psychological characteristics of a person
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traits
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the actions taken by an individual
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behaviors
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a measure of the goals achieved through a work process
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results
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a performance appraisal method in which a manager keeps a written record of positive and negative performance of employees throughout the performance period.
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critical incidents method
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a process in which managers and employees jointly set objectives for the employees, periodically evaluate performance, and reward according to the results.
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management by objectives
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requires a manager to write a statement about the employee's performance
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narrative method o
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a performance appraisal checklist on which a manager simply rates performance on a continuum such as excellent, good, average, fair and poor
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graphic rating scale
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a performance appraisal that provides a description of each assessment along a continuum.
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behaviorally anchored rating scale
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a performance appraisal method that is used to evaluate employee performance from best to worst.
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ranking method
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analyzes individuals' performance from all sides - from their supervisor's viewpoint, from their subordinates' viewpoint, from customers' viewpoint (if applicable), from their peers' viewpoint, and using their own self evaluation
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360 degree evaluation
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a personality based tendency, either toward or against something
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bias
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mentally classifying a person into an affinity group, and then identifying the person as having the same assumed characteristics as the group
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stereotyping
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the process of observing ongoing employee actions using computers or other nonhuman methods
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electronic performance monitoring
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