lect 2 Flashcards
(32 cards)
why is it importaintz to measure job performance - 4
why is it improtaint
- Between-person decisions - e.g., promotion, termination, permanent contract, salary administration
- Within-person decisions - identification of training needs, feedback, diagnosis of weaknesses and strengths, self development
- Systems maintenance - e.g., evaluation of personnel systems, identification of the organization’s developmental needs
- Documentation - compliance with legal requirements, criterion measures for validation of personnel selection processes
what is the purpose of performance management
recruitment, selectuin, trraining and development
what is the performance domain and how is it relate dto criterion measuremnet
perofmance is the actins and bejhaviors that are under control of the individual anbd contribute to the goals of the organisation
- it includes behaviors and otutcomes of these behaviors
criterion is just a measure of performance
what is criterion
measure of performance
what is criteria
Evaluative standards used for measuring employees’:
- success & failure /performance on the job
- attitude
- motivation…
why are criteria so difficult to measiure
Criteria are difficult to measure because job performance is multidimensional, dynamic, and often not directly observable. It changes over time, varies across individuals, and can be influenced by external factors (like team, tools, or customer behavior). Some aspects, like teamwork or motivation, are hard to quantify, and poor measurement can lead to criterion deficiency (missing important parts) or contamination (including irrelevant info). Creating criteria that are relevant, sensitive, and practical is complex but essential.
what are the dimentions of criteria
- Performance is multidimensional and includes different dimensions such as:
1. Static Performance: multidimentional at any point in timr
2. Temporal Performance: Performance changes over time.
3. Individual Performance Differences: Two employees can achieve similar results through different means.
what is the Static dimensionality of criteria
- At any one point in time a criterion measure of performance has several dimensions. So a person could be high on one facet but low on another.
3 aspects - Task performance - activities that are formally recognized as part of the job
- Contextual performance - (pro-social behaviour, OCB) -
- Counterproductive behaviours (‘workplace deviance’)
- you can measure typical or maximum performance
what is typical and what is maximum performance
- Typical performance - average level of performance.
- Maximum performance - peak level of performance that can be achieved, when ppl know that they are being observed
- Typical and maximum are not strongly correlated (will do and can do)
if you want to differentiate between ability what kind of performance should you use
A) maximum
B) typical
A) maximum because any differences that you obsereve are going to be the differences in ability rather than motivation
what is temporal dimentionality
- Performance is not constant over time – several individual difference variables that could influence an individual’s performance over time
2 aspects
1. validity - tasks and individuals ability changes over time
2. rank ordering how people perform changes over time
what is the individual dimentionality of criteria
- 2 people in the same job may perform equally well, but for different reasons
what is a good criterion 3
1) Relevance - its logicaly related to the performance dimain in question
2) sensitivity/discriminability - the criterion can differentiate between effective and ineffective employees
3) practicality - it is feasable in terms of cost and time
- Once you know what you are measuring in performance then you can decide what are the best measures for that performance
what is the criterion problem
. It refers to difficulties in defining and measuring job performance due to its dynamic, context-specific, and multifaceted nature. Despite progress, practitioners often choose easy-to-measure over meaningful criteria, undermining predictive validitych4.
what is a good critetion (3)
A good criterion is:
1. relevant – logically related to the performance domain in question
2. sensitive/discriminabile- sensitive enough to differentiate between good and poor performance
3. Practicality – is it too costly is it feasible
what are the 3 threats to criteria
- unreliability
- Consistency or stability of job performance over time
- Intrinstic – due to personal inconsistency
- Exctinstic – due to external variability
- rater inconsistency - Solution - Average scores - Criterion Contamination - When the criterion includes variation not related to actual performance. Due to:
- Error – random variation
- Bias – systematic variation - Criterion Deficiency
- When a criterion is not complete in addressing all critical aspects of successful job performance
what are multiple and composite criteria
- Multiple criteria - Use multiple criteria for research – to gain understanding (e.g., predictor-criterion relation) - better
- Composites for estimating overall success - global measures of work sumed into 1 score Use composite criteria for most administrative
decisions (e.g. comparing the performance of departments)
types of performance measures
- Objective measures: Based on quantifiable outcomes (number of sales, customer complaints, production data).
- Subjective measures: Based on human judgment (peer ratings, supervisor evaluations).
what is the 360 degree systems
is a performance appraisal method where feedback comes from multiple sources, not just the supervisor.
what are the raiting biases 6
- Leniency/severity bias: Some raters are consistently too easy or too harsh.
- Central tendency: Avoiding extreme ratings, leading to everyone being rated “average.”
- Halo effect: A single positive or negative trait influences overall ratings.
- Recency/primacy bias: Recent or first impressions influence ratings disproportionately.
- Contrast effect: Ratings are influenced by comparisons with other employees.
- Similar-to-me effect: Higher ratings for people like the evaluator.
what are the 2 types of subjective measurements
- relative rating systems (comparing employees to each other)
- Rank ordering: Ranking employees from best to worst.
- Paired comparisons: Comparing employees in pairs.
- Forced distribution: Employees are assigned to performance categories (e.g., top 10%, bottom 10%).
- Relative Percentile Method (RPM): Comparing employees to an “average” reference group.
2. Absolute Rating Systems (evaluating employees against set standards)
- Narrative essay: Written feedback on strengths and weaknesses.
- Behavioral checklists: Rating specific job behaviors.
- Forced-choice scales: Raters must choose between pre-set statements.
- Critical incidents: Recording particularly effective or ineffective job behaviors.
- Graphic rating scales: Using numerical scales with descriptive anchors.
- Behaviorally Anchored Rating Scales (BARS): Using specific examples of behaviors for each rating level.
. Why is the dimensionality of performance critical for criterion development, and how do static, temporal, and individual dimensions affect the validity of performance assessment?
Performance is multidimensional—static (variation across dimensions at a single time), temporal (variation over time), and individual (variation in how different people achieve the same outcomes). Ignoring these dimensions can lead to criterion deficiency (missing aspects of performance) or contamination (including irrelevant elements)
Differentiate between “criterion contamination” and “criterion deficiency” with concrete examples. How do they threaten criterion validity?
Contamination: Including bias or irrelevant factors (e.g., supervisor’s favoritism).
Deficiency: Omitting important performance aspects (e.g., not measuring teamwork in a team-based job). These reduce the relevance and sensitivity of criteria
Under what conditions should outcome-based measures be prioritized over behavior-based ones?
When:
Workers are highly skilled,
Outcomes clearly reflect behavior,
There are multiple valid ways to perform the job. However, external factors affecting outcomes must be considered
