Evaluating Employee Performance

Question 1

the process for evaluating and documenting how well an employee is carrying out his or her job

Answer 1

Performance Appraisal

Question 2

The Process of Performance Appraisal

Answer 2

1. Determine purpose of appraisal
2. Identify environmental and cultural limitations
3. Determine who will evaluate performance
4. Select the best appraisal methods to accomplish goals
5. Train raters
6. Observe and document performance
7. Evaluate performance
8. Communicate appraisal results to employees
9. Make personnel decisions

Question 3

________ your organization wants to evaluate employee performance.

Answer 3

Determine the Reason

Question 4

Determine the reasons your organization wants to evaluate employee performance.

Answer 4

• Providing Employee Training and Feedback
• Determining Salary Increases
• Making Promotion Decisions
• Making Termination Decisions
• Conducting Personnel Research

Question 5

SDCA’sEmployeeEvaluationObjectives:

Answer 5

1. To monitor employees’ performance, motivate staff and improve company morale.
2. To allow employees to identify what skills may be lacking and need to be acquired or improved upon.
3. To recognize employees who performed well during the evaluated year.
4. To provide the opportunity for the Immediate Supervisor to explain organizational goals and the ways in which employees can participate in the achievement of those goals.

Question 6

_______________ that could affect the system.

Answer 6

Identify the environmental and cultural factors

Question 7

most common type of performance appraisal.
- they do see the end result

Answer 7

Supervisors

Question 8

• often see the actual behavior
• Peer ratings usually come from employees who work directly with an employee.

Answer 8

Peers

Question 9

an important component of 360-degree feedback, as subordinates can provide a very different view about a supervisor’s behavior.

Answer 9

Subordinates

Question 10

also called upward feedback

Answer 10

Subordinate feedback

Question 11

customers provide feedback on employee performance by filing complaints or complimenting a manager about one of her employees.

Answer 11

Informal

Question 12

customers provide feedback by completing evaluation cards.

Answer 12

Formal

Question 13

current customers who have been enlisted by a company to periodically evaluate the service they receive.

Answer 13

Organizations also seek customer feedback in the form of secret shoppers

Question 14

Allowing an employee to evaluate her own behavior and performance is a technique used by only a small percentage of organizations.

Answer 14

Self-Appraisal

Question 15

The Employee to be evaluated is a Faculty Member.
Teaching Evaluation:

Answer 15

Student 50%
Dean 30%
Program Chair 20%

Question 16

The Employee to be evaluated is a Faculty Member.
Performance Evaluation:

Answer 16

Self 10%
Peer 15%
Program Chair 25%
Dean 40%
HR 10%

Question 17

The Employee to be evaluated is a Human Resource Officer.
Performance Evaluation:

Answer 17

Evaluation from Immediate Superior.
Peer Evaluation
Self-Evaluation

Question 18

The appraisal dimensions can focus on traits,competencies, task types, or goals.

Answer 18

Decision 1: Focus of the Appraisal
Dimensions

Question 19

A trait-focused system concentrates on such employee attributes such as dependability, honesty, and courtesy.

Answer 19

Trait-Focused Performance Dimensions

Question 20

Concentrate on the employee’s knowledge, skills, and abilities.

Answer 20

Competency-Focused Performance Dimensions

Question 21

Organized by the similarity of tasks that are performed.

Answer 21

Task-Focused Performance Dimensions

Question 22

Organize the appraisal on the basis of goals to be accomplished by the employee.

Answer 22

Goal-Focused Performance Dimensions

Question 23

The effort an employee makes to get along with peers, improve the organization, and perform evaluating employee performance tasks that are needed but are not necessarily an official part of the employee’s job description.

Answer 23

Contextual Performance

Question 24

Once the types of dimensions have been considered, the next decision is whether to evaluate performance by comparing employees with one another (ranking), using objective measures such as attendance and number of units sold, or having supervisors rate how well the employee has performed on each of the dimensions.

Answer 24

Decision 3: Use of Employee
Comparisons, Objective Measures,
or Ratings

Question 25

Once the type of dimension has been determined, the next decision is whether the dimensions should be weighted so that some are more important than others.

Answer 25

Decision 2: Should Dimensions Be Weighted?

Question 26

The easiest and most common of these methods is the rank order. In this approach, employees are ranked in order by their judged performance for each relevant dimension.

Answer 26

Employee Comparisons

Question 27

This method involves comparing each possible pair of employees and choosing which one of each pair is the better employee.

Answer 27

Paired Comparisons

Question 28

With this method, a predetermined percentage of employees are placed in each of the five categories.

Answer 28

Forced Distribution.

Question 29

A second way to evaluate performance is to use what are commonly called objective, or hard, criteria.

Answer 29

Objective Measures

Question 30

Common types of objective

Answer 30

Quantity of Work Quality of Work Attendance Safety Ratings of Performance

Question 31

It is important to understand that although the various performance appraisal methods may yield results that are technically similar, the way in which the performance appraisal system is administered can affect employee trust and satisfaction.

Answer 31

Step 4: Evaluation of Performance Appraisal Methods

Question 32

The effectiveness of rater training also is a function of training format.

Answer 32

Step 5: Train Raters

Question 33

make fewer rating errors and recall more training information than do untrained raters or raters receiving information about only job-related behaviors.

Answer 33

raters with frame-of-reference training

Question 34

Observe employee behavior and document critical incidents as they occur.

Answer 34

Step 6: Observe and Document Performance

Question 35

are examples of excellent and poor employee performance. Such documentation is usually written in a critical incident log—formal accounts of excellent and poor employee performance that was observed by the supervisor.

Answer 35

Critical incidents

Question 36

Importance of Documentation

Answer 36

1. forces a supervisor to focus on employee behaviors rather than traits and provides behavioral examples to use when reviewing performance ratings with employees. 2. helps supervisors recall behaviors when they are evaluating performance 3. provides examples to use when reviewing performance ratings with employees. 4. helps an organization defend against legal actions taken against it by an employee who was terminated or denied a raise or promotion.

Question 37

Supervisors tend to remember the following:

Answer 37

1. First Impression 2. Recent Behaviors 3. Unusual or extreme behaviors 4. Behavior consistent with the supervisor’s opinion

Question 38

1. Obtain and review objective data 2. Read the Critical Incident Logs 3. Complete the rating Form

Answer 38

Step 7: Evaluate Performance

Question 39

are made when a rater uses only one part of a rating scale.

Answer 39

Distribution Error

Question 40

raters tend to rate every employee at the upper end of the scale regardless of the actual performance of the employee.

Answer 40

Leniency Error

Question 41

which results in a supervisor rating every employee in the middle of the scale.

Answer 41

Central Tendency Error

Question 42

rates every employee at the low end of the scale.

Answer 42

Strictness Error

Question 43

occurs when a rater allows either a single attribute or an overall impression of an individual to affect the ratings that she makes each relevant job dimension.

Answer 43

Halo Error

Question 44

occur when a rating made on one dimension affects the rating made on the dimension that immediately follows it on the rating scale.

Answer 44

Proximity Errors

Question 45

the performance rating one person receives can be influenced by the performance of a previously evaluated person

Answer 45

Contrast Errors

Question 46

The most important use of performance-evaluation data is to provide feedback to the employee and assess her strengths and weaknesses so that further training can be implemented.

Answer 46

Step 8: Communicate Appraisal Results to Employees

Question 47

Prior to the Interview

Answer 47

1. Allocate Time 2. Schedule the Interview 3. Prepare for the Interview

Question 48

During the Interview

Answer 48

1. Communicate the role of performance appraisal 2. How the performance appraisal was conducted 3. How the evaluation process was accomplished 4. The expectation that the appraisal interview will be interactive 5. The goal of understanding and improving performance

Question 49

The primary use of performance appraisal results is to provide feedback to employees about their behavior. Performance appraisal results are also used to make positive personnel decisions such as raises and promotions. Unfortunately, there are times when managers have to terminate an employee’s employment.

Answer 49

Step 9: Terminate Employees

Question 50

Legal Reasons for Termination

Answer 50

1. Non performance during probationary period 2. Violation of Company Rules 3. Inability to Perform duties and responsibilities. 4. Reduction in Force

Question 51

Has the organization provided training to supervisors how to evaluate performance, communicate appraisal results, mentor underperforming employees, and make decisions on the basis of the appraisal results? Are the gender, race, ethnicity, disability, or age difference in performance ratings? If so, are the differences supported by actual differences in performance?

Answer 51

Step 10: Monitor the Legality and Fairness of the Appraisal System