Ch. 24 - Performance Appraisal

please.

halo effect

a cognitive bias that occurs when an evaluator's overall impression of a person influences their ratings of that person's specific traits or performance

• this can lead to inflated performance ratings based on one positive aspect

horns effect

a cognitive bias where an evaluator's overall negative impression of a person impacts their ratings of specific traits or performance, resulting in lower performance assessments

• the opposite of the halo effect

central tendency

a bias where evaluators avoid extreme ratings and give moderate ratings, often clustering around the middle of a rating scale

• leads employees to discount the entire assessment of their work

matthew effect

when employees receive the same appraisal results, year after year, no matter how hard an employee works to improve, their past appraisals prejudice any chance for future improvement

• the rich get richer and the poor get poorer

trait rating scales

rating a person against a set standard, which may be the job description, desired behaviors, or personal traits

job dimension scales

rates the performance on job requirements, such as specific tasks, responsibilities, or competencies associated with a particular role

• requires that a rating scale be constructed for each job classification

behaviorally anchored rating scales (BARS)

rates desired job expectations on a scale of importance to the position

• by using specific examples of behavior that are ranked 1-9

• time consuming and expensive but still effective

checklists

rates the performance against a set list of desirable job behaviors

• weighed scale - many behavioral statements that represent desirable job behaviors that each have a weighted score attached

• forced checklist - requires the supervisor to select an undesirable and a desirable behavior for each employee

• simple checklist - comprises numerous words or phrases describing various employee behaviors or traits, often clustered

essays (free-form review)

appraiser describes in narrative form an employee’s strengths and areas where improvement or growth is needed

self-appraisals

written summaries of one’s own work-related accomplishments and productivity

peer review

when peers carry out monitoring and assessing work performance

the 360-degree evaluation

assessment by all individuals within the sphere of influence of the individual being appraised

performance management

appraisals are eliminated, and the manager places their efforts into ongoing coaching, mutual goal setting, and the leadership training of subordinates

• requires more face-to-face time

• happens on a regular basis instead of just yearly