2 Performance management

Question 1

process in which appraisers assess performance in relation to specified criteria and do not make direct comparisons among employees

Answer 1

absolute standards formats

Question 2

an annual review of employee performance providing feedback over the year

Answer 2

anniversary approach

Question 3

the use of multiple objective measures that tap into numerous different dimensions of performance

Answer 3

balanced scorecard approach

Question 4

evaluation criteria that focus on how work is performed

Answer 4

behavioral criteria

Question 5

an appraisal report on how frequently employees engage in specific behaviors

Answer 5

behavioral observation scales

Question 6

an appraisal report that offers specific examples of the behaviors that go along with each value that can be assigned to an employee’s performance

Answer 6

behaviorally anchored rating scales

Question 7

technologies using unique qualities of body parts for identification

Answer 7

biometric technologies

Question 8

process in which appraisers evaluate the individual or team and make comparisons to others

Answer 8

comparative formats

Question 9

performance measurement that assesses something that is unimportant or irrelevant to a job

Answer 9

contaminated performance measure

Question 10

performance measurement that does not assess all of the behaviors and results that are important and relevant to a job

Answer 10

deficient performance measure

Question 11

a means of measuring performance using objective, impersonal criteria, such as productivity, absenteeism, and turnover

Answer 11

direct index approach

Question 12

relationship between making an effort and performing well

Answer 12

expectancy

Question 13

theory that people choose their behaviors and effort levels after considering whether their behaviors and effort will improve their performance and lead to desired consequences (e.g., recognition and rewards).

Answer 13

expectancy theory

Question 14

a means of measuring performance for all employees at approximately the same time

Answer 14

focal point approach

Question 15

an approach in which the appraiser distributes employees across several categories of performance following a set rule about the permitted distribution of ratings “bottom 10%, highest 10%”

Answer 15

forced distribution

Question 16

the circumstances under which performance management is tightly integrated with other hr activities to improve workforce competencies, attitudes, and motivation

Answer 16

high performance work system (HPWS)

Question 17

relationship between performing well and its consequences

Answer 17

instrumentality

Question 18

management approach that begins with the establishment of performance objectives (goals) for the upcoming performance period; performance is then measured against the objectives that were set

Answer 18

Management by objectives (MBO)

Question 19

process of making decisions about which behaviors to engage in and how much effort to expend

Answer 19

motivation

Question 20

behaviors that support the social and psychological environment in which task performance takes place

Answer 20

organizational citizenship behaviors

Question 21

the process of evaluating performance based on the judgments and opinions of subordinates, peers, supervisors, other managers, and even the employees themselves

Answer 21

performance appraisal

Question 22

the dimensions against which the performance of an incumbent, a team, or a work unit is evaluated

Answer 22

performance criteria

Question 23

formal, structured process used to measure, evaluate, and influence employees’ job-related attitudes, behaviors, and performance results
Purposes:
-enhance employee motivation and productivity
-support achievement of organization’s strategic goals
-facilitate strategic planning and change

Answer 23

performance management

Question 24

company culture that depends on effective performance management

Answer 24

performance- driven culture

Question 25

the use of positive rewards to increase the occurrence of the desired performance

Answer 25

positive reinforcement

Question 26

an action that decreases the frequency of undesirable behavior

Answer 26

punishment

Question 27

criteria that focus on what was accomplished or produced rather than on how it was accomplished or produced

Answer 27

results criteria

Question 28

process of employees assessing their own performance

Answer 28

self appraisal

Question 29

a process in which an appraiser lists the focal employees (or teams of employees) in order, from best to worst, usually on the basis of overall performance

Answer 29

straight ranking

Question 30

criteria that focus on personal characteristics, such as loyalty, dependability, communication ability, and leadership

Answer 30

trait based criteria

Question 31

use of surveys to evaluate the performance of specific managers

Answer 31

upward appraisal

Question 32

value of the consequences to the employee

Answer 32

valence

Question 33

measurement that accurately reflects all aspects of the job, and nothing else

Answer 33

valid performance measure

Question 34

 Helps to direct & motivate employees to maximize their efforts on behalf of the organization by:  Defining clear performance goals & measures.  Conducting performance appraisals.  Providing ongoing performance feedback.  Linking performance results to rewards & consequences  Providing career planning & development opportunities.

Answer 34

effective performance management

Question 35

- decreased employee morale - inability to achieve strategic goals - decreased employee productivity - increased employee turnover - negative impact on financial performance

Answer 35

inneffective performance management processes lead to

Question 36

expectancy theory: people chose their behaviors and effort levels- choices made on beliefs that behaviors and efforts will lead to desired consequences

Answer 36

enhancing motivation and productivity

Question 37

split into administrative and developmental - administrative (compensation, job evaluation) - developmental (individual evaluation, training, career planning)

Answer 37

performance appraisal

Question 38

- motivation (feelings of frustration or satisfaction, ambition, goals/expectations) - environment (equipment, job design, economic conditions, management support, laws and regulations) - ability (technical skills, interpersonal skills, problem solving skills, analytical, communication, physical limitations)

Answer 38

factors that influence performance

Question 39

- low competency = possible skill issue, training development - high competency, poor behavior = motivational issue, coaching incentives - high behavior rating, poor results = work environment, work redesign

Answer 39

performance diagnosis

Question 40

-Performance Goals: Goals should be clearly defined, difficult but achievable, & accepted as a positive effect on productivity. -Interdependent Others: When employees need other employees to help accomplish their job, even highly motivated employees may perform poorly if their coworkers’ performance is poor. -Satisfaction: Satisfaction is determined by perceptions of whether the rewards are fair

Answer 40

factors affecting motivation

Question 41

- internal environment: performance driven culture - technology: makes it possible for employees to receive detailed information about behaviors and performance - external environment: laws and regulations

Answer 41

performance management within integrated HRM system

Question 42

line managers: develop valid performance measures, measure employee performance and give constructive/honest feedback, be open to feedback, develop performance improvement strategies HR Professionals: provide legal performance managers, prevent performance appraisal errors, coordinate feedback, train how to give and receive feedback, provide personal assistance to employees if requested Employees: set performance expectations, appraise work of coworkers, self appraisal, seek and accept constructive feedback, develop performance improvement strategies

Answer 42

HR Triad in performance management

Question 43

- performance criteria - personal traits "loyalty, dependability" (but difficult to measure) - behaviors "not late for 6 months" - objective resutls (what is accomplished or produced) - multiple weighted criteria that capture all aspects of job

Answer 43

what to measure

Question 44

- focal point approach: all employees evaluated at the same time (easier to standardize but is burdensome on managers) - anniversary approach (on employees anniversary, doesn't tie in performance to overall organizational performance, ratings earlier in year may be more lenient, difficult to make comparisons to other employees) - natural time span of job (feedback given when most useful- quarterly, annually, semi-annually)

Answer 44

timing

Question 45

- 360 degree appraisals (evaluations collected from all, less susceptible to bias) - customers (most useful when large # of customers respond and results are not biased by few with negative experiences) - supervisors (usually most reliable judgments) - subordinate (useful if anonymity is guaranteed and contains specific improvements) - self appraisal (accuracy might be biased, vary by culture) - peer appraisal (often have best opportunity to observe behavior, are useful predictors of future performance)

Answer 45

participants/sources for employee appraisals

Question 46

1. recognize relevant information 2. store information in memory 3. revise information based on new rater perception 4. make performance judgment 5. record official performance judgment

Answer 46

rating process

Question 47

 Halo/Horn (tendency to think of employee as good/bad is carried over into specific performance ratings)  Leniency (all employees rated higher than should be)  Strictness (all employees rated lower than should be)  Central Tendency (all employees rated as average, when performance varies)  Primacy (raters may use initial information to categorize a person as good/bad performer and information that supports this initial judgment is amassed while other info is ignored)  Recency (ignore employee performance until appraisal date is near- recent events have more weight than they should)  Contrast (when compared with weak employees, average will appear outstanding and vice versa)

Answer 47

common rating errors

Question 48

- precise rating scale format (each dimension rated separately, ambiguous terms avoided) - provide memory aids - provide rater training - reward timely and accurate appraisals - use multiple raters (increases employee acceptance of evaluation results)

Answer 48

improving rater accuracy

Question 49

Sources of Conflict Associated with Providing Performance Feedback:  Understanding Attributions (need to be candid and protect employee's self esteem).  Timing (immediate feedback most useful, giving only as much information as receiver can use)  Preparation (scheduling feedback sessions in advance, clarifying purpose and content of meeting) .  Content of the Discussion (problem solving approach- diagnosis, removing roadblocks, mutual goal setting) .  Follow-Up (positive reinforcements)  punishment (decreases frequency of undesired behavior but can have side effects like employee anger)

Answer 49

providing feedback

Question 50

transfer- when employee and job are not well matched neutralize - assign noncritical tasks to minimize the impact of deficiencies terminate - things that cannot be corrected

Answer 50

When nothing else works after you've tried all feedback methods

Question 51

-Task Completion: Accuracy, speed, Creativity, cost -Team Development: Cohesiveness, Flexibility, preparedness for new tasks -Stakeholder Satisfaction: Customer, team & other teams’ satisfaction with procedures & outputs

Answer 51

performance criteria for teams

Question 52

- Task Performance: Accuracy, speed, creativity, & efficiency - Relationships with Others: Understanding others’ perspectives, Trust by others, New friendships - Personal Development: Development of competencies, technical knowledge, & skills, Development of networks of colleague

Answer 52

individual performance of team members

Question 53

- organizational culture - time of employment - manager to employee ratio - place of growth - consider what to focus on

Answer 53

factors to consider for performance reviews

Question 54

- opportunity to motivate - essential to improving performance - way to keep learning - method to change or reinforce behavior

Answer 54

reasons for doing performance feedback in a company