EXAM 2 Performance Management

Question 1

Performance management

Answer 1

Continuous process of identifying, measuring, evaluating, communicating, developing, & rewarding performance by linking individual performance to org’s mission and goals

Question 2

Benefits of performance management

Answer 2

Higher performance, insights, forces communication, avoids lawsuits

Question 3

Performance appraisal

Answer 3

Measuring & evaluating

Question 4

Performance management process

Answer 4

Prereqs (missions, job analysis, support) -> performance planning -> performance execution -> performance assessment -> performance review

Question 5

Performance Planning

Answer 5

Plan what the employee will be working on

Question 6

Performance Execution

Answer 6

Supervisor evaluating + giving feedback

Question 7

Performance Assessment

Answer 7

Manager + employee individually rate employee

Question 8

Performance Review

Answer 8

Get together + discuss, evaluate, past performance + future

Question 9

Purposes of performance management

Answer 9

• Administrative
• Developmental

Should do both, most do administrative

Question 10

Administrative

Answer 10

Evaluation (good or bad)
Decision making (personnel decisions)
Recognizes past performance
Numerical (based on #s)

Question 11

Developmental

Answer 11

Motivation (to improve, identify strengths + weakness)
Engagement
Narrative (descriptive)

Question 12

360 degree feedback

Answer 12

All sources (supervisor, coworker, self, subordinate, customer)

Question 13

Supervisor evaluation

Answer 13

MOST RELIABLE

• Bias
• Don’t see on regular basis
• Sees outcomes

Question 14

Coworkers evaluation

Answer 14

2ND MOST POSITIVELY BIASED
Developmental

• Lots of bias (usually pos.)
• Neg. bias when admin
• See day-to-day
• See comm. skills
• No training on how to give feedback

Question 15

Self evaluation

Answer 15

MOST POSITIVELY BIASED
Developmental

• Encourages self-reflection

Question 16

Subordinate (lower in rank)

Answer 16

• Best position to evaluate managing skills
• Bias -> retribution
• Don’t always see everything

Question 17

Customer evaluation

Answer 17

NEGATIVELY BIASED

• Rarely see you
• Good to evaluate customer service skills
• More likely to give feedback when seeing bad
• Low response rate

Question 18

Rating errors

Answer 18

Distributional
- Leniency
- Severity
- Central tendency
Halo/Horn
Similarity
Recency
Contrast

Question 19

Distributional rating error

Answer 19

Only use part of rating scale

Question 20

Leniency

Answer 20

Only use top part of scale (higher than deserved)

People with high agreeableness

Question 21

Severity

Answer 21

Only use bottom part of scale (hard ratings)

People with high conscientiousness

Question 22

Central tendency

Answer 22

Only use middle part of scale (everyone is avg.)

Question 23

Halo/Horn

Answer 23

Because of only ONE thing, assume the rest bad or good

Question 24

Similarity

Answer 24

More similar = better rated

Question 25

Recency

Answer 25

Focus on most recent action, not the entire picture

Question 26

Contrast

Answer 26

Comparing to people instead of standard

Question 27

To avoid rating errors

Answer 27

- Multiple reviews - Spread them out - Train evaluators - Standards - Evaluate evaluators - Documentation

Question 28

Methods of rating performance

Answer 28

Narrative/Qualitative (Written description) Results oriented (Focus on outcomes, what was achieved, don't care how achieved, objective) Behavior oriented (Focus on methods to get results, subjective)

Question 29

Narrative/Qualitative

Answer 29

Developmental Essay (no feedback, no examples, dependent on person writing, can't really compare) Critical Incidents (writing down throughout, time consuming, only extreme examples written)

Question 30

Results oriented: Management by Objectives (MBO)

Answer 30

Administrative, most common, objective Joint goal setting, realistic, specific measurable, time-bound

Question 31

Which evaluator has the most bias?

Answer 31

Self

Question 32

Behavior Oriented methods

Answer 32

Relative (compare to coworkers) Absolute (compare to pre-determined standard)

Question 33

Relative

Answer 33

Alternation ranking (admin, best to worst, start @ edges) Paired comparison (one @ a time) Forced distribution (certain # per category)

Question 34

Absolute

Answer 34

Behavior checklists (list all behaviors, check ones done, BINARY) Graphic rating scale (MOST COMMON, continuum, recognize diff. levels) BARS (combo of graphic rating scale & critical incident, includes definition)

Question 35

Giving feedback

Answer 35

- Reduces uncertainty - Higher perf. - Rewarding + motivating - Shows you care

Question 36

Why managers don't give feedback

Answer 36

- Afraid of reaction - No training - Don't see all - Too busy

Question 37

Characteristics of good feedback

Answer 37

- Both pos. & neg. - Objective (evidence) - What next? - Timely manner - Cover everyone - Tailer to individual - Be ready for reaction - Focus on behavior NOT individual - Look for patterns (not on time) - Discuss impact

Question 38

Creating legal PM systems

Answer 38

- Use job analysis - Standardize - Rate on multiple dimensions - Document perf. - Review w/ employees - Train & hold raters accountable - Use multiple raters