Strategic Congruence
the extent to which a performance management system elicits job performance that is congruent with the organizations strategy. An example is when an organization emphasizes customers service then its performance management system should assess how well it
Validity
producing the desired results-the extent that a performance measure assess all of the relevant aspects of performance.
Reliability
a measure of the accuracy of a test or measuring instrument - getting the same results consistently.
Acceptability
refers to whether the people who use the performance measurer accept it.
Specificity
relevant and appropriate to the job- the extent to which a performance measurer tells employees what is expected of them and how they can meet theses expectations.
Comparative
compares performance with others. Helps reduce leniency, central tendency, and strictness.
Simple ranking
ranks employees from highest to lowest performer within their department.
Alternation ranking
crosses off best and worst employees.
Paired comparison
managers compare every employee with every other employee in work group. Every time the employee gets the 1" best employee
Attribute
focuses on the extent to which individuals have certain attributes (characteristics/traits like initiative, leadership, and competiveness) considered desirable to the company.
Graphic rating scales
1. List of traits evaluated by 5-point rating scale.
2. Legally questionable.
Mixed-standard scales
1. Define relevant performance dimensions.
2. Develop statements representing good, average, and poor performance along each dimension.
Behavior
attempts to define the behaviors an employee must exhibit to be effective in the job.
Behaviorally anchored rating scales (BARS)
Consists of a series of vertical scales, one for each dimension of job performance; typically developed by a committee that includes both subordinates and managers.
Behavioral observation scales (BOS)
1. A performance appraisal that measures the frequency of observed behavior (critical incidents).
2. Preferred over BARS for maintaining objectivity, distinguishing good performers from poor performers, providing feedback, and identifying training needs.
Results
focuses on managing the objective, measurable results of a job or working group.
Management by Objectives
Top management passes down company's strategic goals to managers to define goals.
Productivity Measurement and Evaluation System (ProMES)
Goal is to motivate employees to higher levels of productivity from a team or company level productivity.
Results-Based Methods
Productivity Measures
Management By Objectives (MBO)
Productivity Measures
Appraisals based on quantitative measures
(e.g., sales volume) that directly link what employees accomplish to results beneficial to the organization.
a. Criterion contamination
b. Focus on short-term results
Management by Objectives (MBO)
A philosophy of management that rates performance on the basis of employee achievement of goals set by mutual agreement of employee and manager.
Quality
customer orientation. Prevention approach to errors, and continuous improvement=improving customer satisfaction is the primary goal.
A (PMS) designed with a strong quality orientation can
1. Assess both person and system factors in the measurement system.
2. Emphasize managers and employees working together to solve performance problems.
3. Involve both internal and external customers in setting standards and measuring performance.
4. Use
Managers
appraisal done by an employee's manager and reviewed by a manager one level higher.
Peers
Appraisal by fellow employees, compiled into a single profile for use in an interview conducted by the employee's manager.
Why peer appraisals are not used more often
1. Peer ratings may be a popularity contest.
2. Managers are reluctant to give up control over the appraisal process.
3. Those receiving low ratings might retaliate against their peers.
4. Peers rely on stereotypes in ratings.
Subordinates
appraisal of a superior by an employee, which is more appropriate for developmental than for administrative purposes.
Self-Customers
a performance appraisal that, like team appraisal, is based on TQM concepts and seeks evaluation from both external and internal customers.
Similar-to-me
an error in which an appraiser inflates the evaluation of an employee because of a mutual personal connection.
Strictness/Leniency
a rating error in which the appraiser tends to give all employees either unusually high or unusually low ratings.
Central Tendency
a rating error in which all employees are rated about average.
Contrast Effects
a rating error in which an employee's evaluation is biased either upward or downward because of comparison with another employee just previously evaluated.
Halo/Horns Effect
a rating error in which an appraiser's evaluation of an employee's performance is biased/skewed because of the appraiser's overall impression of the employee as good (halo error) or bad (horns error).
Summarize the methods raters you can use to improve subjective performance appraisals.
a. Observe other managers making errors.
b. Actively participate in discovering their own errors.
c. Practice job-related tasks to reduce the errors they tend to make.
8. Outline recommendations for providing effective performance feedback to employees.
a. Give feedback frequently, not once a year.
b. Create right context for discussion.
c. Ask employees to rate performance before the session.
d. Encourage employee to participate.
e. Recognize effective performance through praise.
f. Focus on solving pro
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Positive reinforcement
pleasant consequence occurs following the behavior
Negative reinforcement
unpleasant consequence is removed when the behavior occurs
Punishment
adding an unpleasant consequence as a response to a person's behavior, with goal of stopping behavior in the future
Extinction
a behavior followed by no response, with goal of stopping behavior in future
Describe the overall goal of an organizational selection system.
To minimize error in choosing employees and to improve a company's competitive position.
Person-Job Fit
Job analysis identifies required individuals competencies (KSAs) for job success
Person-Organization Fit
The degree to which individuals are matched to the culture and values of the organization
Reliability
the degree to which a measure of physical or cognitive abilities or traits is free from random error
Validity
the extent to which a performance measure assesses all and only the relevant aspects of job performance
Generalizability
the degree to which the validity of a selection method established in one context extends to other contexts
Utility
the degree to which information provided by selection methods enhances the effectiveness of selecting personnel
Legality
all selection methods must conform to existing laws and legal precedents
Interviews definition
a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment
Interview other info
i. The most widespread selection method.
ii. Unreliable, low in validity, and biased against of number of different groups.
References
method for getting background information on applicants before an interview
References other info
Weak predictors of future success on the job
Low validity
Biological Data
the evidence on the utility of biographical information collected directly from job applicants is more positive. The low cost of collecting the information increases utility.
Application Blanks
Commonly used section included in applications that allow applicants to either enter personal information such as address, education, and employment information or to select from a list of option to answer preference, availability, and related questions.
Physical Ability Tests
Tests of physical abilities may be relevant not only to predicting performance by to predicting occupational injuries and disabilities as well. There are seven classes of tests in this area: muscular tension, muscular power, muscular endurance, cardiovasc
Physical Ability Tests other info
These tests are likely to have adverse impact.
Validities for these tests are strong
Cognitive Ability Tests
tests that include three dimensions: verbal comprehension, quantitative ability, and reasoning ability.
Cognitive Ability Tests other info
i. Highly reliable commercial tests measuring these kinds of abilities are widely available, and they are generally valid predictors of job performance.
ii. The validity of the tests is related to the complexity of the job.
Personality Inventories
research suggests that there are five major dimensions of personality, known as the "Big Five": extroversion, adjustment, agreeableness, conscientiousness, and openness to experience.
Personality Inventories other info
Although it is possible to find reliable, commercially available measures of each of these traits, the evidence for their validity and generalizability is mixed at best.
Work Samples
attempt to stimulate the job in a pre-hiring context to observe how the applicant performs in the simulated job
Drawbacks of work samples
First, the nature of the tests are job-specific, so generalizability is low. Second, tests are generally expensive. Finally, these events tend to attract more male applicants than female.
Honesty tests
some tests directly emphasize questions dealing with past theft admissions or associations with people ho stole from employees. Validity studies suggest they can predict both theft and other disruptive behaviors.
Drug tests
tests should be conducted in an environment that is as unintrusive as possible, and results should be held in a strict confidence. Controversies are not with their reliability and validity, but whether they represent an invasion of privacy
Interview
a dialogue initiated by one or more persons to gather information and evaluate the applicant's qualifications for employment.
To increase an interview's utility
Interviews should be structured, standardized, and focused on goals oriented to skills and observable behaviors.
Interviewers should be able to quantitatively rate each interview.
Interviewers should have a structured note-taking system that will aid reca
Situational interview
confronts applicants on specific issues, questions, or problems likely to arise on the job
Intentions predict behavior
How you say you will handle the situation is how you would actually do it
Behavioral interview
The best predictor of future behavior is past behavior
References
Allow verification of information obtained through other sources
References
i. Provide richer information about applicant.
ii. All statements should be based on documented, verifiable behaviors.
iii. Negative information opens reference-giver to legal liability (defamation).
iv. References are subject to legal challenge.
v. Must
Issues with reference checks
1. Most significant problems limit reliability and validity
a. Different information is obtained for different applicants (not all references provide the same type of information)
b. Reference providers tend to provide similar information in their referen
References, biographical data, and applications
gather background information on candidates
Physical ability tests
are relevant for predicting job performance, occupational injuries and disabilities
Two questions to ask
Is physical ability essential to perform the job?
Is it mentioned prominently enough in the job description?
Physical Test Measures
Muscular tension, power, and endurance
Cardio endurance
Flexibility
Balance
Coordination
Work sample
require the applicant to perform tasks that are actually part of the work requred on the job
Cognititive Ability Test
Ability involving thinking, perception, memory, reasoning, verbal ability, mathematical ability, and expression of ideas
3 Dimensions of Cognitive Ability Tests
Verbal Comprehension, Quantitative Ability, Reasoning Ability
Verbal Comprehension
a person's capacity to understand and use written and spoken languege
Quantitative Ability
speed and accuracy with which one can solve arithmatic problems
Reasoning Ability
a person's capacity to invent solutions to diverse problems
Bio Data
are typically more subjective than items on applications, and they are usually longer. Developed empirically
Bio Data is based on assumptions that
Past behavior is the best predictor of future behavior
The items provide indirect measurements of an applicant's motivational characteristics
Honesty Tests
Overt (clear purpose)
Honesty tests are based on characteristics of the "typical" employee-thief:
1. More tempted to steal
2. Engages in common rationalizations for theft
3. Would recommend lighter punishment for thieves
4. Often think about theft-related behavior
5. Think others steal more than they actually do
6. Show loyalty to other thieves
7. Vul
Drug tests
tend to be reliabilt and valid
Major controversies about drug tests include
1. Is it an invasion of privacy?
2. Is it an unreasonable search and seizure?
3. Is it a violation of due process?
Bias
giving preference toward a certain trait that does not relate to job performance
Legality
selection devise does not infringe on individuals rights or otherwise unlawful
Discrimination
Devices disregards individuals based on factors like age, sex, and race
Motivating employees (experienced based)
Think about an instance when you had to motivate an employee to perform a task that he or she disliked but that you needed to have done. How did you handle that situation?
Resolving Conflict (Experienced Based)
What was the biggest difference of opinion you ever had with a co-worker? How did you resolve that situation?
Overcoming resistance to Change (Experienced Based)
What was the hardest change you ever had to bring about in a past job, and what did you do to get the people around you to change their thoughts or behaviors?
Motivating Employees (future oriented)
Suppose you were working with an employee who you knew greatly disliked performing a particular task. You needed to get this task completed, however, and this person was the only one available to do it. What would you do to motivate that person?
Resolving Conflict (future oriented)
Imagine that you and a co-worker disagree about the best way to handle an absenteeism problem with another member of your team. How would you resolve that situation?
Overcoming resistance to change (future oriented)
Suppose you had an idea for change in work procedures that would enhance quality, but some members of your work group were hesitant to make the change. What would you do in that situation?
1. Describe the performance management process.
a. Define performance outcomes for company division and department.
b. Develop employee goals, behavior, and actions to achieve outcomes.
c. Provide support and ongoing performance discussions.
d. Evaluate performance.
e. Identify needed improvements.
f.
a. Administrative
make employee related decisions-justify a pay raise, promotion or new assignment.
b. Strategic
developing measures and feedback systems that push employees to engage in behaviors and produce results.
c. Developmental
by assisting in identifying your strengths and weakness and highlighting training and development needs " and send strong messages.