A technique of performance appraisal in which individuals assess their own behavior
Performance management
·
The process of how an
organization manages an aligns all of its resources to achieve high
performance.
4 Stages of
Performance Management Process
·
Define Performance
2) Evaluate Performance
3) Review Performance
4) Provide Performance Consequences
Administrative Purpose
of PM
·
this involves
termination, appraisals, salary adjustments, promotions.
Strategic Purposes of
Performance Management
·
to Maximize the
contributions of employees to the goals of the organization through assessments
of performance
- links employee activities with organizational goals
Communications
purposes in PM
·
PM are clear sources
of information for employees to know what employers expect of them.
Development purpose of
PM
·
the goal of PM is to
improve performance of employees. employees are given feed back and weakness
are targeted for training.
Organizational
Maintenance
·
Succession planning -
long term planning of personnel decisions. also for reviews of how training
impacted performance and future implications of training.
Documentation purpose
in PM
·
Serves a legal defense
for organizations when firing or making personnel decisions. also allows for
improvements in testing and measures of validity.
Negligence
·
Breach of duty to
conduct appraisal with due care. ( people not caring about appraisal)
Defamation:
·
Disclosure of untrue
unfavorable performance information that damages the reputation of the
employee.
Misrepresentation:
·
Disclosure of untrue
FAVORABLE performance information that presents a risk to prospective employees
or third parties.
Serial Position error
·
A type of rating error
in which the rater has better recall of information that is presented at the
beginning of end of a sequence, and has the worst recall of information in the
middle of the sequence of events.
Contrast Error
·
A type of error in
which the rater assesses the ratee as performing better (or worse) than he or
she actually performed due to comparison with another ratee who performed
particularly poorly (or well).
- only an error when rater is supposed to base rating against standards, rather
than others.
Halo Error
·
A type of rating error
in which the rater assesses the ratee as performing well on a variety of
performance dimensions despite having credible knowledge of only a limiting
number of performance dimensions.
- when the rater has a favorable option about the ratee
Horn Error
·
When the rater has
limited knowledge knowledge on the ratee, but has UNFAVORABLE opinon of them.
primacy effect
·
when a rater only
remembers the first actions of the ratee, and everything after is of less
importance
- part of Serial Position error
Recency Effect
·
When a Rater only
remember the last of events in a sequence when rating a ratee
- part of Serial Position Error
performance Appraisal
·
The evaluations of an
individual's performance that occurs periodically within an organization.
- it is a tool of Performance Management.
Leniency error
·
A type of rating error
in which the rater assesses a disproportionatelyu large number of ratees aas
performing well (postive leniency) or pooryl (negitive leniency) in contrast to
their true level of performance.
Central-tendency Error
·
A type of rating error
in which the rater assesses a disproportionately large number of ratees as
performing in the middle or central part of a distribution of rated performance
in contrast to their true level of performance.
- avoidance of extreme ratings
what are the different
types of rating scales
·
Graphic Rating Scales
2) Employee-comparison Methods
3) Behavioral Checklists and Scales
Graphical Rating
Scales
·
A measure of how well
employees conduct tasks and is rated on a scale of 1-5 or 1-7
Employee Comparison
Methods
- Ranks all employees in a class against one
another from high to low
Paired Comparison
·
Part of employee
comparison Methods
- Compares employees with every other employee
- better used for small samples
Forced Distribution
·
Part of Employee
Comparison Methods
- Normaly distributes employees based on 5-7 catigories
- better for large smaple sizes
- creates enviroment for "top-grading"
Top-Grading
·
A Method of
performance management where by employees are graded on their overall
contribution to the organization and each year the bottom 10% of the employees
are fired.
- involved in Employee Comparison with Forced distribution
Critical Incidents
·
Specific behaviors
indicative of good or bad performance.
- used in behavioral checklists
Behaviorally anchored
rating Scales (BARS)
·
A type of performance
appraisal rating scale in which the scale points are descriptions of behavior.
Rater Error Training
·
The process of
educating rater to make more accurate assessments of performance, typically
achieved by reducing the frequency of Halo, Leniency, and central tendency
errors.
- does not always increase accuracy
Frame-of-Reference
Training
·
The process of
providing a common perspective and set of standards to all rater to increases
the accuracy of their evaluations.
- works on increasing accuracy
Rater Motivation
·
A concept that refers
to organizationally-induced pressures that compel raters to distort their
evaluations
- deliberate distortion of ratings
Peer Assessments
·
A technique of
performance appraisal in which individuals assess the behavior of their peers
or coworkers. peer assessments include nominations, ratings, and rankings.
Peer Nominations
·
A technique of
appraising the performance of coworkers by nominating them for membership in a
group. ( rewarding them for doing well)
Peer Rating
·
A technique of appraising
the performance of coworkers by rating them on a dimension of their job
behavior.
Peer Ranking
·
A technique of
appraising the performance of coworkers by ranking them on a dimension of their
job behavior.
Self-Assessment
·
A technique of performance
appraisal in which individuals assess their own behavior.
360-Degree Feedback
·
A Process of
evaluation employees from multiple rating sources, usually including
supervisor, peer, subordinate, and ones self. also called multi-source feedback
What are the 3 motives
for seeing feedback from others?
- Instrumental Motive (self-improvement)
- Ego-Based Motive (defend or enhance self-views)
- Image-based Motive (look better to others)
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