G4: Observe and document performance

Question 1

Supervisors keep a record of observed critical employee behaviors (both positive and negative).

Answer 1

Supervisor’s Log -

Question 2

These documented incidents inform performance appraisals and rating decisions.

Answer 2

Performance Review Use -

Question 3

occur when supervisors misuse a rating scale, skewing employee evaluations.
These errors often involve using only a limited portion of the scale:
• Example: A five-point scale misused by rating everyone a 4 or 5

Answer 3

DISTRIBUTION ERRORS

Question 4

Rating everyone high, regardless of performance. (Imagine an “easy grader” professor.)

Answer 4

Leniency Error

Question 5

Rating everyone average, overlooking
individual differences.

Answer 5

Central Tendency Error

Question 6

Rating everyone low, even high performers. (Think of a “hard grader” professor.)

Answer 6

Strictness Error

Question 7

is a cognitive bias that can distort employee evaluations. It occurs when a supervisor’s overall impression of an employee (positive or negative) influences their ratings on specific job dimensions.

Answer 7

halo effect

Question 8

The halo effect’s seriousness is debatable, but it can lead to inaccurate appraisals.

Answer 8

Severity of the Halo Effect

Question 9

• While impractical to rate traits entirely separately.

Answer 9

Mitigating the Halo Effect

Question 10

• Space out ratings for different job dimensions to minimize the influence of a single impression.

Answer 10

Structured Rating Process

Question 11

ARISE DURING PERFORMANCE
APPRAISALS WHEN A RATING ON ONE DIMENSION UNDULY INFLUENCES THE RATING ON THE IMMEDIATELY FOLLOWING DIMENSION ON THE
RATING SCALE.

Answer 11

PROXIMITY ERRORS

Question 12

Assimilation error describes a situation where an employee’s performance rating is influenced by the previous evaluation of another employee or their own past performance.

Answer 12

CONTRAST ERRORS

Question 13

is a cognitive bias impacts performance. It describes the tendency to give more weight to recent employee behaviors
when evaluating their overall performance for a specific period (typically 6 months to a year).

Answer 13

Recency effect

Question 14

Employees who perform well
throughout the period but show a decline towards the end might be unfairly evaluated.

Answer 14

Penalizes Consistent Performers

Question 15

Employees who underperform
but put in a strong effort close to the appraisal might be inaccurately rewarded.

Answer 15

Rewards Last-Minute Efforts

Question 16

this occurs for two reasons. First, managers are often so busy with their own work that they have no time to “walk the floor” and observe their employees’ behavior.
Instead, they make inferences based on completed work or employee personality traits (Feldman, 1981).

Answer 16

Infrequent observation

Question 17

• The final product or outcome of the employee’s work, which might not reveal the entire process or challenges faced.

Answer 17

Completed work

Question 18

General characteristics of the employee, which might not be a reliable indicator of actual performance.

Answer 18

Employee personality traits

Question 19

• Provide feedback, assess strengths and weaknesses, and identify areas for training.

Answer 19

Performance Appraisal

Question 20

• Formal reviews every 6 months, informal checks throughout the year.

Answer 20

Frequency

Question 21

• Allocate time (at least an hour each for preparation and interview), find a private location, schedule conveniently (avoid busy times).

Answer 21

Interview Preparation

Question 22

• Focus on behavior and performance, not personality traits.
• Use a “feedback sandwich”: positive feedback, negative feedback, positive feedback.
• Be candid, specific, and behavioral.
• Acknowledge external factors that might affect performance.

Answer 22

Feedback

Question 23

• Set mutual goals for future performance and how to achieve them. These goals should be concrete and reasonable.

Answer 23

Goal Setting

Question 24

• Employers generally have freedom to fire employees “at will,” without needing a reason. (Think “at your will’”)

Answer 24

Private Sector

Question 25

• Employees can typically only be fired for cause (e.g., misconduct, poor performance).

Answer 25

Public Sector

Question 26

Employees can also quit at any time.

Answer 26

Reciprocity

Question 27

Disclaimers in job applications or handbooks clarify at-will status (usually hold up in court).

Answer 27

At-will Statements

Question 28

• Some states (like California) require cause for termination.

Answer 28

State Laws

Question 29

• Firing can’t violate protected characteristics (age, race, gender, etc.) or legal rights (jury duty).

Answer 29

Federal/State Laws

Question 30

Can’t be fired for refusing to break the law or upholding professional ethics.

Answer 30

Public Policy

Question 31

• Override at-will if a specific employment term is stipulated.

Answer 31

Employment Contracts

Question 32

Limit or negate at-will through collective bargaining agreements.

Answer 32

Union Contracts

Question 33

• Verbal assurances of job security might nullify at-will.

Answer 33

Implied Contracts

Question 34

• Employers must act fairly and in good faith when terminating.

Answer 34

Covenants of Good Faith

Question 35

New hires are often under close scrutiny during an initial period (probation). If they fail to meet performance standards or expectations during this time, termination might occur.

Answer 35

Probationary Period

Question 36

serious breaches of company policies or rules, like theft, violence, harassment, or insubordination, can lead to termination.

Answer 36

Violation of Company Rules

Question 37

If an employee’s performance consistently falls below expectations despite coaching or improvement opportunities, termination might be justified.

Answer 37

Inability to Perform

Question 38

During economic downturns or company restructuring, layoffs might be necessary. Legal requirements regarding seniority or specific criteria for layoffs might apply.

Answer 38

Reduction in Force (Layoff)

Question 39

Understand relevant federal and state employment laws regarding protected characteristics (age, race, gender, etc.) and prohibited reasons for termination.

Answer 39

Know Your Laws

Question 40

Ensure clear job descriptions, performance standards, and communication of expectations throughout the year.

Answer 40

Clear Standards & Communication

Question 41

Provide a clear mechanism for employees to appeal ratings they believe are unfair or inaccurate.

Answer 41

Appeal Process

Question 42

Conduct exit interviews with departing employees to understand their
perspectives and identify potential appraisal biases

Answer 42

Exit Interviews

Question 43

Train supervisors on conducting fair and legal performance appraisals, including avoiding bias and discrimination.

Answer 43

Training for Managers

Question 44

• Consult with legal counsel if any concerns arise regarding the legality or fairness of an appraisal.

Answer 44

Legal Counsel