Performance Appraisal & Feedback Flashcards
(44 cards)
• Distinction bw job analysis and competency modelingo Breadth of analysis: job analysis provides more complete picture of jobo Type of Characteristics studied: competency modeling focuses on any attribute related to perf, job analysis can be work or worker orientedo Unit of Analysis: competency modeling can focus on the job or the orgo General Use of Data: competency modeling is more prescriptive or future-oriented, job analysis is descriptiveo Methodological Rigor: job analysis usually involves multiple methods and competency modeling is identified by talking to management – no reason why they should differ
Schippmann et al. (2000)
Scientist-Practitioner Model - practice that has no scientific basis and research that has no clear implication for practice
Murphy & Saal (1990)
book summarizing O*NET research
Peterson et al. (1999)
• Examines the influence of demo charac of managers’ referent group on mgr’s pay level• Women tend to make less money, occupy lower status occupations, and as % of women increase in org, pay levels of org decreaseso Supply-side perspective – women devote less hrso Associate men with more status and authorityo Mismatch between stereotype of women and job• Pay generally increases with age• Results:o Men and whites had greater compensationo Age → +ly with compensationo Overall, - rel between female composition and compensationo Overall, curvilinear but positive rel btw age and compensation• Demo charac of workgroup important to consider
Ostroff & Atwater (2003)
• MA of antecedents and consq of pay satisfaction• Equity theory – perceived amount of pay deserved and perceived amount of pay received will be primary determinants of pay sat• Moderator – type of pay sat measure (global or level)• Results:o Ees perception of perf reward contingency → pay sato Pay comparisons → pay sato Distributive justice stronger correlate than procedural justice → pay sato Turnover intentions related to pay sato Type of pay sat measure moderated rel btw justice and pay sat
Williams et al. (2006)
competency modeling = the practice of identifying the characteristics or attributes that are needed for effective perf on the job
DuBois (1999)
goal of strategic job analysis = to determine the tasks that will be performed and the abilities required for effective performance in jobs (that may or may not exist) as they are expected to exist in the future
Schneider & Konz (1989)
• 16 potential social and cognitive sources of inaccuracy in job analysis• suggested that researchers have largely ignored issues of accuracy• 4 categories of inaccuracies:• Social Influence Processeso Apply when job analysis judgments are made in groups• Self-Presentation Processeso Impression management, social desirability, etc.• Information-Processing Systems of Respondentso Information overload• Bias in Information-Processing Systemso Job satisfaction, etc.
Morgeson & Campion (1997)
• Old Psychological Contract:• Stability, predictability• Permanence• Standard work patterns• Valuing loyalty• Paternalism• Job security• Linear career growth• One-time learning• New Psychological Contract• Change, uncertainty• Temporariness• Flexible work• Valuing perf and skills• Self-reliance• Employment security• Multiple careers• Life-long learning
Rousseau (1996)
• Examined formal mentoring programs from both protégé and mentor’s perspective and reported formal mentoring program characteristics and mentoring relationship outcomes• Reported formal mentoring program characteristics and mentoring relationship outcomes from both mentor and protégé perspective• Protégé as voluntary participant: makes little difference • Input into matching process critical for both• Orgs shouldn’t be concerned with matching from different locations/departments• Protégé more likely to role model individuals closer to their own rank while mentor reported the opposite- more to offer to lower ranked• Training quality and # of hours (less better) of training important
Allen et al (2006)
• To summarize mentoring research and methodological concerns• More longitudinal studies and lab research needed • Less self-report data• Formal vs. informal: consider dyadic relationships• Use content and construct measures• Manipulate race and gender, conduct global research• Use Kram’s (1985) stages: mentoring-initiation, cultivation, separation, and redefinition
Allen et al (2007)
• Study examined Five Factor model (FFM; Big 5) in relation to job performance criteria for 5 occupational groups• Conscientious is a consistently valid predictor across occupational and performance criteria types• Results suggest that agreeableness, openness, and emotional stability is not an important predictor for job performance, even in jobs with a large social component• Being courteous, trusting, straight forward and soft hearted has a smaller impact on job performance than being talkative, active, and assertive.• All of the big 5 positively predict training proficiency
Barrick & Mount (1991)
• Self- monitoring (SM) attenuates the relationship between Extraversion (ET.), Emotional Stability (ES), and Openness to Experience (OE) and interpersonal performance rating of supervisors (This was the case for peers for only ET and ES)• High SM continually scan the social climate and adapt their behavior to be appropriate; are motivated to engage in behavior that help gain social status• Low ET people had relatively strong interpersonal performance when SM is high• ET and SM – individual must be high in one of the two in order to be successful in settings where status is important• ET and AG are highly correlated with interpersonal performance• SM may not be good for all jobs – certain jobs simply require straightforward interactions• SM plays an instrumental role in predicting work-related outcomes in jobs with a large interpersonal component
Barrick et al (2005)
• Only conscientiousness and emotional stability show nonzero correlations with overall performance criterion• Authors call for a moratorium on this research• Future Researcho Research is needed to explore levels of analysis o Research is needed that investigates process models of personality that seek to explain how personality affects job performance- motivation?o Research is needed that continues to examine critical issues pertaining to the measurement of personality measures in construct valid wayso Get measures of Big Five supplied by external observers (supervisor, co-worker, customer, etc.)
Barrick et al. (2001)Moratorium on Personality - JP
• Org socialization: newcomers make transition from outsider to insider (meta-analysis)• Newcomer adjustment: role clarity, self-efficacy, social acceptance• Socialization outcomes: job sat, org commitment, job perf, intentions to remain/turnover• Org socialization tactics → adjustment → socialization outcomes• Information seeking → newcomer adjustment → socialization outcomes
Bauer et al (2007)
• Org socialization is a process where one acquires attitudes, behavior, and knowledge needed to participate as an org member• Trends: • 1. Socialization in the context of diversity: cultural differences will affect socialization tactics, behavior by employees to newcomers, and outcomes defining success• 2. Socialization in context of temporary employment relationships: contingent employment relationships = more informal for temporary workers, individual socialization and different socialization outcomes (i.e. commitment less important for temporary• 3. Socialization in context of downsizing: orgs less invested in socialization, newcomers seek less information• Socialization outcomes measure should go beyond attitudes: involve existing org members= study quitters
Bauer et al (1998)
• Realistic Job Preview (RJP): job specific and job-content laden and serves to reduce expectations of org newcomers• Expectation Lowering Procedure (ELP): not job specific and relatively content free• Perceptions of orientation helpfulness: RJP > ELP > control (normal orientation of the org studies)• Pre-beginning interventions → expectations → turnover• ELP and RJP yield similar positive org outcomes• Increase job sat, decrease turnover• ELP & RJP best combo
Buckley et al (1998)
• Org socialization: main process by which people come to know their jobs and org roles• 6 content dimensions: perf proficiency, politics, language, people, org goals/values, history• longitudinal study: found stability in these dimensions, socialization takes places over your career• changes in socialization can predict career effectiveness• if no job switch, no change in social dimensions• if job switch, less perf proficiency• if change in org, greatest decrease in content dimensions• if no change of jobs, org goals/values most highly related with other career outcomes
Chao et al (1994)
• Distributive justice (DJ): Adam (1965) equity theory• Procedural justice (PJ): Thiabault & Walker (1975) process control (voice)• IJ: interactional justice: Bies & Moag (1986) – when procedures implemented → interpersonal (ITJ; how treated) and informational (IFJ; explanations given)• All dimensions correlate with each other but shouldn’t be lumped together• Relationships (and magnitude of relationships):o DJ: (high) job sat, OC, trust, withdrawal, (mod) OCBO, neg reactions, (low) OCBI, perfo PJ: (high) job sat, OC, (mod) withdrawal, OCBO, neg reactions, perf, (low) OCBIo IFJ: (high) trust, (mod) job sat, OC, withdrawal, neg reactions, (low) OCBO, perfo ITJ: (mod) job sat, OCBI, neg reactions, (low) OC, withdrawal, perf
Colquitt et al (2001)
• Justice and personality, examines the extent to which personality can predict reactions (CWBs) to fair and unfair treatment.• With low IJ, greater CWB among those high in trust propensity; with high IJ, greater CWB among those low in trust propensity• With low PJ and IJ, greater CWB among those high in risk aversion; with high PJ and IJ, greater CWB among those low in risk aversion• Tests using equity sensitivity and Big Five traits found that they were less significant moderators than risk aversion, trait morality, and trust propensity• Risk aversion was the most robust moderator as it enhanced the positive effects of both procedural and interpersonal justice
Colquitt et al (2006)
• Stress on the job• Stress: an adaptive response, moderated by individual differences, that is a consequence of any action, situation, or event, that places special demands on a persono Refers to a reaction to a situationo Highlights the individual nature of stresso Only a significant or unusual situation can really said to produce stress• Curvilinear relationship• Some major preventive strategies include:o Training employees to meet new challengeso More concern about individual when change is planned and implementedo Ways to resolve work-home conflict (flexible schedule, family leave, sabbaticals, dependent/elder care, telecommuting)o Establish methods to deal with concerns and distress
DeFrank & Ivancevich 1998
• Research on vacations shows that employees report less strain during and immediately after vacation than before it.• Stressors include both negative characteristics (overload, role conflict, and role ambiguity) and also the lack of positive characteristics (variety, autonomy, challenge).• Military service provides break from daily routine as well as pressures from work and family → 81 employees who had military service and 81 matched employees who did not do service during the study period (similar levels of stress/burnout on pretest)• Military service participants had lower levels of burnout than control participants, replicating the vacation findings.• The better the respite experience, the more it alleviated burnout and the more detachment, the more the employees gained from the respite. • Managers should encourage vacationers to make the most of their time and prohibit coworkers from intruding
Etzion et al (1998)
• Employee Well-Being1. Psychological Well-Being (Happiness)2. Physical Well-Being (Health)3. Social Well-Being (Relationships)• Managers can change 4 dimensions of organizational context to improve employee well-being: task, reward, social, physical• Recommendations for managers• Notice impact on well-being• Value impacts on well-being• Broaden range of outcomes important to org.• Be willing to reconsider practices
Grant et al. 2007
• COR → burnout occurs when certain valued resources are lost, inadequate to meet demands, or don’t yield anticipated returns.• Used metaanalysis to examine correlates of 3 dimensions of burnout• Work demands → emotional exhaustion, resources losses are more correlated with depersonalization and personal accomplishment• EE and depersonalization are more correlated with withdrawal outcomes (turnover intentions, org commitment)• Personal accomplishment is more correlated with self-efficacy (control coping)• People are more sensitive to demands than resource losses, leading to more concern with prevention of resource loss the resource gains.
Lee & Ashforth (1996)
