Chapter 5: Measuring performance Flashcards
(36 cards)
Application of performance measurement:
- Criterion data
- Development of employees
- Motivation and satisfaction
- Rewards
- Changing of job, promotion, dismissal
Types of performance measures;
- Objective/results: some quantitative count of the results of someone’s work.
- Subjective/judgemental: Evaluation of the effectiveness of someone’s work behavior.
**- Administrative / personnel: **Part of someone’s personnel file (e.g., absence, accidents, promotions).
Relations between performance measurements;
- Different perspectives
- Not exchangeable
- Objective is not reliable.
Walk-through testing
A type of measurement that requires an employee to describe to an interviewer in detail how to complete a task or job-related behavior.
Electronic performance monitoring
A monitoring work processes with electronic devise. It can be very cost effective and has the potential for providing detailed and accurate work logs.
Performance management
A system that emphasizes the link between individual behavior and organizational strategies and goals by defining performanc ein the context of those goals. Jointly developed by managers and the people who report to them.
Overall performance rating;
- Influenced by many factors.
- Factors differ from rater to rater.
- Limited usefulness for feedback.
- Better obtain ratings about different aspects of the performance.
- Better to use (weighted) averages as overall rating.
Trait ratings
- Unacceptable
- At most related to performance (Big Five).
- May be useful as predictors, but not as measures of performance.
What are requirements for acceptable performance measurements?
- Job analysis
- Description of tasks and/or required human attributes
- Behavior (effective / ineffective).
- Rating scales
What can be used as a basis for performance measurement?
Job content (tasks)
What are rating formats?
- Graphical rating scales
- Checklists; Weighted checklist & Forced choise format
- Behavioral rating; Behavioral anchored rating scales (BARS) & Behavioral observation scales (BOS).
Scales are not equally usefule for feedback.
What are 3 critera for graphic rating scales?
- Does the measured characteristic represent behavior?
- Is the meaning of the resonse categories clear?
- Is the assigning of the score unambiguous?
Weighted checklist
A checklist that includes intems that have values or weights assigned to them that are derived from the expert judgements of incumbents and supervisors of the position in question.
Forced-choice format
A format that requires the rater to choose two statements out of four that could describe the ratee.
BARS
Behaviorally Anchored Rating Scales
A rating formate that includes behavioral anchors describing what a worker has done or might be expected to do in a particular duty area.
Advantages of BARS
- Based on job analysis
- Transparent & reliable desing procedure
- Observable behavior
- Somewhat useful for feedback
Disadvantages of BARS
- Time-consuming to construct good scales
- Anchors represent expected behavior (not always observed).
- So, usefulness for feedback not optimal.
BOS
Behavioral observation scale
Is a formate that asks the rater to consider how requently an empolyee has been seen to act in a particular way.
Employee comparision method
A form of evaluation that involves the direct comparision of one person with anohter.
- Often used when downsizing is required
- Best to rank per dimension
- Not useful for feedbak
- Difficult to compare employees with different jobs.
Which employee comparision methods can be used?
- Simple ranking
- Paired comparison
Paired comparison
A technique in which each employee in a work group or a collection of individuals with the same job title is compared with eavery other individual in the group on the various dimensions being considered.
To calcuate the number of paired comparisions is n(n-1)/2 with n is the number opf individuals to be compared.
Simple ranking
When employees are ranked from top to bottom according to their assessed proficiency.
What are the types of rating errors?
- Central tendency error
- Leniency-severity error
- Halo error
- Contrast effect
- First impression
- Similar-to-me
Central tendency errors
A rater chooses a middle point on the scale to describe performance, even though a more extreme point might better descirbe the employee. This occurs when the rater don’t want to give more information about why it wasn’t average if this is necessary.
