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Comm 211 > Chapter 8: Performance Management > Flashcards

Chapter 8: Performance Management Flashcards

(89 cards)

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1
Q

to achieve the org’s strategic objectives, individual employees need to meet their

A

individual performance goals

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2
Q

process of continuing of identifying, measuring, and developing the performance of individuals and teams and aligning performance with strategic goals of org

A

performance management

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3
Q

where orgs evaluate employee job performance over a period of time

A

performance appraisal

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4
Q

a form of legal document

A

performance appraisal

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5
Q

orgs concerned with running effective performance management system will transform org objectives into clearly _______, and _______ outcomes that define success

A

understood

measurable

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6
Q

orgs concerned with running effective performance management system will provide instruments for ______, ________ and _________ the overall health and success of the org

A

measuring
managing
improving

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7
Q

orgs concerned with running effective performance management system will provide _______ strategic partnerships between _____ and _______ management and employees

A

forward-looking
top
middle

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8
Q

sound performance management programs make clear connections between company ____ and employee _________

A

goals

objectives and work plans

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9
Q

approach to have organizational goals fall into refined goals and expectations at the unit, team, and individual levels

A

cascade approach

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10
Q

cascade approach has org goals cascade into refined goals at these 3 levels:

A

unit
team
inidvidual

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11
Q

develop unit goals to meet division goals

A

middle-level managers

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12
Q

cascading approach levels (top to bottom)

A 
organizational
division
unit
team
inidvidual
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13
Q

this approach can be time consuming to set up

A

cascade approach

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14
Q

each unit and employee clearly links their goals to the org’s objectives

A

linking up approach

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15
Q

faster, and allows for more direct line of sight between individual goals and org objectives

A

linking up approach

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16
Q

org performance measuring approach that looks at org learning and innovation, financial and customer management, and internal operations

A

balanced scorecard

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17
Q

tracks how well the HR function as a whole is meeting the org’s objectives

A

HR scorecard

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18
Q

one primary purpose for performance appraisal is to

A

guide administrative decisions

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19
Q

performance appraisals are ________ for managers to use to inform employees about performance expectations

A

communication tools

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20
Q

performance appraisals serve the purpose of providing ________ and performance improvement

A

feedback

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21
Q

performance appraisals with a _________ are useful tools for managers to use to coach employees for performance improvement

A

development focus

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22
Q

useful to guide discussions about areas of strength and weakness for the employee

A

employee development and career planning

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23
Q

efforts to improve _______ or the work _______ may improve systemic poor performance

A

job characteristics

envrionment

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24
Q

performance appraisal systems should be (4)

A
  • job-related
  • practical
  • have standards
  • use dependable measures
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25
that the appraisal evaluates critical behaviours that constitute job success
job-related
26
appraisal system that is understood by evaluators and employees
practical system
27
the benchmark against which performance is measured
performance standards
28
the ratings used to evaluate employee performance
performance measures
29
when rater actually sees the performance
direct oberservation
30
occurs when the rater can evaluate only substitutes for actual performance
indirect observation
31
is direct or indirect observations more accurate?
direct
32
performance measures that are verifiable by others (usually quantitative)
objective performance measures
33
performance measures based on opinion or perception (may be bias)
subjective performance measures
34
HR department should use info from the _______ to develop performance criteria
job analysis
35
HR department should collaborate with both _______ and _______ to develop performance criteria
management and employees
36
performance standards may relate to (3)
quality quantity time
37
2 types of evaluation methods
comparative and noncomaprative
38
collection of different methods that compare one person's performance with that of a co-worker
comparative evaluation method
39
method of evaluating employees that ranks them from best to worst
ranking methods
40
a method of evaluating employees that requires raters to categorize employees
forced distribution
41
2 types of comparative evaluation methods
ranking method | forced distribution
42
appraisal methods that evaluate an employee's performance according to preset data and not by comparing performance with that of co-workers
noncomparative
43
5 noncomparative evaluation methods
- rating scales - BARS - BOS - performance tests and observations - management by objective approach (MOA)
44
requires a rater to provide a subjective evaluation of an individual's performance
rating scales
45
form is completed by checking the most appropriate response for each performance factor
rating scales
46
inexpensive, raters need little training and time, but can be biased
rating scales
47
evaluation tools that rate employees along a rating scale by means of specific behaviour examples on the scale
BARS
48
BOS uses
critical incidents
49
measures the frequency of the observed behaviours with scales ranging from high to low
BOS
50
requires an employee and superior to jointly establish performance goals for the future, and then employees are evaluated on how well they have obtained these objectives
management by objective approach
51
sometimes are too ambitious or too narrow
management by objective approach
52
usually designs the appraisal system but barely does the actual evaluation of performance
HR department
53
combination of self, peer, supervisor, and subordinate performance evaluation
360-degree performance appraisal
54
better suited for employee development purposes
360-degree performance appraisal
55
useful evaluation technique if goal of evaluation is to further self-development
self-appraisal
56
employees evaluate the performance of their supervisors
direct report appraisals
57
may help to identify potential leadership or management issues, and are valuable for developmental purposes
direct report appraisal
58
provide useful source of performance feedback
customers
59
performance review sessions that give employees feedback about their past performance or future potential
evaluation interviews
60
3 evaluation interview approaches to providing feedback
- tell-and-sell approach - tell-and-listen approach - problem-solving approach
61
reviews employee's performance and tries to convince the employee to perform better
tell-and-sell approach
62
evaluation approach best used on new employees
tell-and-sell approach
63
allows the employee to explain reasons, excuses, and defensive feelings about performance
tell-and-listen approach
64
attempts to overcome defensive feelings and excuses about performance by counselling the employee on how to perform better
tell-and-listen approach
65
identifies problems that are interfering with employee performance
problem-solving approach
66
efforts to remove deficiencies are then made through training, coaching, or counselling
problem-solving approach
67
a favourable opinion of employee performance in one category skews ratings across multiple categories
halo
68
reluctance to give very poor or excellent ratings, instead placing ratings near the center of rating scale
central tendency
69
raters are too easy in evaluating employee performance
leniency
70
raters are too harsh in evaluating employee performance
strictness
71
a rater's dislikes for a person or group distorts his/her ratings
personal prejudice
72
ratings are strongly affected by the employees' most recent actions
recency effect
73
raters compare employees to each other rather than to a performance standard
contrast errors
74
effective way of giving employees struggling to meet performance standards the opportunity to succeed, while still holding them accountable for past performance
performance improvement plan (PIP)
75
document the employee's current performance and the areas that require improvement
1. getting started (PIP)
76
when developing an action plan for PIP, it should contain
specific goals
77
should help set performance expectations and include consequences for not meeting objectives
PIP action plan
78
should ensure that the action plan is clear, specific, unemotional and attainable within the set time frame
HR department
79
after meeting up and changes are implemented, both ______ and ______ should sign the PIP
managers and employees
80
managers and HR professionals use info from performance appraisals for ______ and _______ purposes
administrative | feedback
81
HR professionals review the performance data _____ and ______ training to determine if training programs had an impact
before | after
82
what is the critical first step to develop a performance appraisal rating form
job analysis
83
the purpose of a job analysis is to discover info about the
essential job task
84
get managers to compare each employee to a common set of performance standards and expectations
noncomparative evaluation method
85
gets raters to subjectively evaluate their employees on a set of relatively broad and vague job-related performance dimensions or factors
Graphic rating scale (GRS)
86
performance appraisal rating forms can serve as _____ when an employee makes a claim that they were unfairly fired
evidence
87
orgs are in better legal position when performance appraisals include elements of
procedural justice
88
refers to how employees are treated during the performance appraisal process and the info managers give to their employees about their job performance
interactional justice
89
encourages managers to include positive info in a performance evaluation interview or feedback session
strength-based approach

Comm 211 (4 decks)

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