Chapter 7 Flashcards
(28 cards)
A method of performance ap- praisal in which a supervisor is given several behaviors and is forced to choose which of them is most typical of the employee.
Forced-choice rating scale
A meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal results.
Performance appraisal review
The idea that organizations tend to promote good employees until they reach the level at which they are not competent—in other words, their highest level of incompetence.
Peter principle
A performance appraisal system in which feedback is obtained from multiple sources such as super- visors, subordinates, and peers.
360-degree feedback
A performance appraisal strategy in which an employee receives feedback from sources (e.g., clients, subordinates, peers) other than just his or her supervisor.
Multiple-source feedback
an important component of 360-degree feedback, as subordinates can provide a very different view about a super- visor’s behavior.
Subordinate feedback (aka upward feedback)
A method of performance appraisal in which employees are ranked from best to worst.
Rank order
A form of ranking in which a group of employees to be ranked are compared one pair at a time.
Paired comparison
A performance appraisal method in which a predetermined percentage of employees are placed into a number of performance categories.
Forced distribution method
A type of objective criterion used to measure job performance by counting the number of relevant job behaviors that occur.
Quantity
A type of objective criterion used to measure job performance by comparing a job behavior with a standard.
Quality
Deviation from a standard of quality; also a type of re- sponse to communication over- load that involves processing all information but processing some of it incorrectly.
Error
A method of performance apprai- sal that involves rating employee performance on an interval or ratio scale.
Graphic rating scale
The condi- tion in which a criterion score is affected by things other than those under the control of
the employee.
Contamination
A method of training
raters in which the rater is
provided with job-related infor-
mation, a chance to practice
ratings, examples of ratings
made by experts, and the
rationale behind the expert
ratings.
Frame-of-reference training
A method of performance appraisal in which the supervisor records employee behaviors that were observed on the job and rates the employee on the basis of that record.
Critical incidents
A standardized use of the critical-incident technique developed at General Motors.
Employee performance record
Rating errors in which a rater will use only a certain part of a rating scale when evaluating employee performance.
Distribution errors
A type of rating error in which a rater consistently gives all employees high ratings, regardless of their actual levels of performance.
Leniency error
A type of rating error in which a rater consistently rates all em- ployees in the middle of the scale, regardless of their actual levels of performance.
Central tendency error
A type of rating error in which a rater consistently gives all employees low ratings, regardless of their actual levels of performance.
Strictness error
occurs when a rater allows either a single attribute or an overall impres- sion of an individual to affect the ratings that she makes on each relevant job dimen- sion.
Halo errors
A type of rating error in which raters base their rating of an employee during one rating period on the ratings the rater gave during a previous period.
Assimilation
The idea that supervisors do not see most of an employee’s behavior.
Infrequent observation
