week 7 Flashcards

Question

performance apprasie includes and on what baiss

Answer 1

(feedback/coaching, set expectations and assess performance) quarterly baisis

Answer 2

o Do appraisals because good for manager and employee knowledge for basis as promo and salary increases, line of sight to org goals, career plan/train

Answer 3

o Good to provide physical doc to show issues and good work, use job anlaysis, incorporate job charectersitics to rating, o Should take time to celebrate growth and dev

Answer 4

1- satisfactory promote 2- satisfactory not promote 3- unsatosfactory correct 4- unsatifactory uncorrectable

Answer 5

* 1- assemble data, stud JD compare to standards and review file of previous apprasialas * 2- prep employee with at least a weeks notice to review own work read over JD and gather qs * 3- find mutually agreeable tim and place

Answer 6

 Use job analysis to have various criteria to assess someone  Know in advance how assessed so can do it  Things want get into JD/S  Provide definite performance standards  Avoid abstract trait names  Limit subjective ratings

Answer 7

 HR gives advice to dev criteria and expectations, do the process I advisory capacity especially with issues and challenges * Create process: quarterly * Make sure managers do it Manager: ensure process match goals and get done

Answer 8

o Graphic rating scale: lists traits, range of performance for each; employee given score that best describes performance  * A: Easy to develop, simple, most popular, can sum  * D: Focus on the person, not behaviour; subjective; biases * Central tendency bias maybe boss is easy vs hard

Answer 9

o Rank employee best to worst on traits

Answer 10

o Forced distribution (bell curve): Predetermined %s in categories  * A: Forces managers to be critical  * D: Demotivating; causes competition

Answer 11

record of uncommonly good or undesirable examples of work-related behavior, predetermined times, provides hard facts  * A: Provides specific facts; throughout year; can be adapted to different jobs; documentation  * D: Not comparative; cannot be used to defend salary decisions * Just watching not supporting  doesn’t help and not timely

Answer 12

o Behaviourally anchored rating scales: anchoring a quantified scale with specific narrative e.g. of good/poor performance  Combine benefit of narratives, critical incidents and quantified ratings by anchor series of quant sclaes for each dimension of performance with specific ex o  * A: Legally defensible; examples given, clear, feedback, consistency  * D: Time consuming to develop and revise  Give start of period so know expectation in advance

Answer 13

Setting goals together based on org goals and providing feedback. 2 important aspects process where manager and employee set goal together and align with org goals  * A: Tied to divisional and organizational goals; clear; reduces bias, concrete, flexible  * D:  Unclear or un measureable goals is main one  Time consuming  tug of war; managers push for higher goals and employees push for lower ones. It is thus important to know the job and the person’s ability.

Answer 14

o Narrative form (qual): Detailed feedback provided in conversation  tell person how doing  * A: Employees can add ideas; IDs measurable goals, improvements; constructive; clarity and opportunity to ask Qs; outcomes and consequences indicated  * D: Sensitive; employees can take very personally

Answer 15

multi method, ongoing and set, customize for dep with flex,

Answer 16

employee over confident become emotional after, managers dont giove feedback bc scared, unclear standards

Answer 17

immdiatre manager,: see work and hired them self ratings: reflect on how doing and input for dev but often rate higher peer: see work being done more but issue of log rolling comittee reports good for flat org, anon good for dev

Answer 18

o Manager does rating other managers or other leaders, peers, someone level up or down to assess, suppliers, anon, internet based or survey, more accurate A: fair, open comm, custom to org start D: many people critique

Answer 19

o Unclear standards not effective, too open for interpretation o Halo effect- positive intial impression distorts way assess moving forward o Central tendency bias- to go into the middle vs high and low o Strictness or leniency bias- some manger rate high or very low o Appraisal bias- inhernet in appraisal itself bc ineefctive like on prohibited grounds o Recency effect- really bad for annual apprasials o Similar to me bias- give higher eval to someone perceived to be similar

Answer 20

o Training on how to eliminate rating errors o Awareness helpful o Give them training on how to do better o External factors that come into play  Like union pressures or other deadlines that may effect quality o Choose right appraisal tools o Use multiple raters to offset individual bias

Answer 21

o When don’t set expectation in advance- how to appraise if no expectations o Uncomfy giving feedback  practice helps o Poor communication like not being direct o Not use info at all for career dev and compensation

Answer 22

1- direct and specefic 2- dont get personal 3- encourgae person to talk 4- dev action plan

Answer 23

1- understand is normal 2- never attack person defences 3- postpone action 4- recognize human limits cant solve everything

Answer 24

 Break it down not subjective and show with performance improvement plan, o Be direct but also show care, pip must be doc

Answer 25

 Pip shows expectations and where you are and action plan by when * Strong indication that someone is in trouble and dismal as has written expectations for when achievement by * PIP is specific document expectations here where you are and where you need to be by when o Give opp to talk about support and dev on how to be there * Need be prepped for defensive response and range of emotions

Answer 26

o Feedback is info that help system self-regulate o What to do if get feed back  Good to ask for it  If they do give you feedback recognize that most important thing is the pipeline doesn’t start right, there  Don’t get defensive  Take responsibility for the impact

Answer 27

o Feedback usualky infrequent critical no support o Telling people how improve hinder learning opoosed to coaching model o High priority inturpet when doing something right  important  What led you do that allow for reflect etc

Answer 28

source of truth need come from others, we learn other showing and tell us, excellence is universal and anlyzable

Answer 29

o Manager and employee discuss opportunities for development o * Strengthen or improve employee’s knowledge, skills and abilities o * Business needs must be balanced with employee’s preferences o * Focus on actions to boost performance for current goals or develop new knowledge aimed at future career plan

Answer 30

 1- not feeling threatened  2- having an opp to present ideas and feelings to influence course of interview  3- helpful and constructive supervisor

Answer 31

- let employee know performance is un acceptable and explain minimum expectations  2- ensure job expecattions are reasonable  3- let employees know that warnings play a significant role in the process establishing just cause  4- ensure prompt corrective measures are taken when required  5- avoid mixed messages  6- provide the employee with reasonable amount of time to improve  7- be prepped to provide necessary support to facilitate improvement

Answer 32

o Opp for dev to strengthen or improve employees KSA

week 7 Flashcards

(56 cards)