PERFORMANCE APPRAISAL

TRAINING AND FEEDBACK

To improve employee performance by providing feedback about what employees are doing right and wrong

DETERMINE SALARY INCREASE

● A job’s worth is determined by many factors, including the degree of responsibility and level of education required to perform the job

Forced-choice rating scale

A method of performance appraisal in which a supervisor is given several behaviors and is forced to choose which of them is most typical of the employee.

Performance appraisal review

A meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal results.

Peter Principle

The idea that organizations tend to promote good employees until they reach the level at which they are not competent—in other words, their highest level of incompetence.

PEER ASSESSMENT

Technique wherein individuals assess the behavior of their peer or co-worker

PEER NOMINATION

Nominating a peer for membership in a group

PEER RATING

Rating a peer on the dimension of behavior

PEER RANKING

Ranking a peer on the dimensions of job behavior

360-DEGREE FEEDBACK

Performance appraisal system in which feedback is obtained from multiple sources (supervisors, subordinates, and peers)

MULTIPLE SOURCE FEEDBACK

Appraisal strategy wherein employees receives feedback from sources (clients, peers, subordinates, not just the supervisor)

RANK ORDER

Employees are ranked from best to worst

FORCED DISTRIBUTION

● There are predetermined percentage of employees are placed into a number of performance categories

● (5% 10% 15% 20% 20% 15% 10% 5%)

TRAIT-FOCUSED PERFORMANCE DIMENSIONS

A trait-focused system concentrates on such employee attributes as dependability, honesty, and courtesy

TASK-FOCUSED PERFORMANCE DIMENSIONS

organized by the similarity of tasks that are performed.

COMPETENCY-FOCUSED PERFORMANCE DIMENSIONS

concentrate on the employee’s knowledge, skills, and abilities.

GOAL-FOCUSED PERFORMANCE DIMENSIONS

organize the appraisal on the basis of goals to be accomplished by the employee.

Quantity of work

Evaluation of a worker's performance in terms of quantity is obtained by simply counting the number of relevant job behaviors that take place.

Quantity

A type of objective criterion used to measure job performance by counting the number of relevant job behaviors that occur.

Quality of work

Another method to evaluate performance is by measuring the quality of the work that is done.

Quality

A type of objective criterion used to measure job performance by comparing a job behavior with a standard.

Error

Deviation from a standard of quality; also a type of response to communication overload that involves processing all information but processing some of it incorrectly

GRAPHIC RATING SCALE

rating employee performance on an interval or ratio scale.

BEHAVIORAL CHECKLIST

consist of a list of behaviors, expectations, or results for each dimension (critical incidents, behaviorally anchored scales, behavioral observation scales). This list is used to force the supervisor to concentrate on the relevant behaviors that fall under a dimension

Contamination

The condition in which a criterion score is affected by things other than those under the control of the employee.

EMPLOYEE COMPARISON METHOD

Rank orders, paired comparison, forced distribution

RANK-ORDER METHOD

Rank employees from high to low

PAIRED COMPARISON

Each employee is paired with other employee

FORCED DISTRIBUTION

a predetermined percentage of employees are placed into a number of performance categories.

CRITICAL INCIDENTS

● Behaviors that result in good or bad performance

● supervisor records employee behaviors that were observed on the job and rates the employee on the basis of that record.

BARS

Performance is rated on a scale but the scale are anchored with behavioral incidents

BOS

The rater observes the employee on the frequency of critical incidents within a period

HALO ERRORS

When a rater allows either a single attribute or an overall impression of an individual to affect the ratings that she makes on each relevant job dimension

LENIENCY ERROR

which a rater consistently gives all employees high ratings, regardless of their actual levels of performance.

CENTRAL TENDENCY ERROR

in which a rater consistently rates all employees in the middle of the scale, regardless of their actual levels of performance.

PROXIMITY ERROR

Rating made on one dimension affects the rating made on the dimension that immediately follows it

DISTRIBUTION ERRORS

Rating errors in which a rater will use only a certain part of a rating scale when evaluating employee performance.

STRICTNESS ERROR

in which a rater consistently gives all employees low ratings, regardless of their actual levels of performance.

ASSIMILATION

in which raters base their rating of an employee during one rating period on the ratings the rater gave during a previous period.

LOW RELIABILITY ACROSS RATERS

One rater engages in halo error and another in contrast error

RECENCY EFFECT

Recent behaviors are given more weight in the performance evaluation than behaviors that occurred during the first few months of the evaluation period

INFREQUENT OBSERVATION

Managers are often so busy to observe and base their rating on output only

OBSERVATION OF BEHAVIOR

An employee's behavior is observed does ot guarantee that it will be properly remembered

EMOTIONAL STATE

The amount of stress under which a supervisor operates also affects her performance ratings

BIAS

Raters who like the employees being rated may be more lenient

ALLOCATING TIME

Both the supervisor and the employee must have time to prepare for the review interview

SCHEDULING THE INTERVIEW

The interview location should be in a neutral place that ensures privacy and allows the supervisor and the employee to face one another

PREPARING FOR THE INTERVIEW

The supervisor should review the ratings she has assigned to the employee and the reasons for those ratings

PROBATIONARY PERIOD

In many jobs, employees are given a probationary period in which to prove that they can perform well. Though most probationary periods lasts 3 to 6 months

VIOLATION OF COMPANY RULES

Five factors in determining the legality of a decision to terminate

INABILITY TO PERFORM

Employees can also be terminated for an inability to perform the job

REDUCTION IN FORCE (LAYOFF)

Employees can be terminated if it is ain the best economic interests of an organization to do so