AC

Chapter 2: Performance Management Process - Vocabulary Flashcards

Prerequisites

  • Knowledge of the organization's mission and strategic goals
  • Knowledge of the job (job analysis) and its KSAs
  • Strategic planning concepts: purpose, direction, organizational goals, strategies
  • Cascade effect: Organization → Organization Unit → Employee

Mission & Strategic Goals

  • Strategic planning defines why the organization exists, where it’s going, organizational goals, and strategies to attain them

Job & Work Analysis

  • Key components: activities, tasks, products, services, processes
  • KSAs: Knowledge, Skills, Abilities
  • Work analysis methods: interviews, observation, questionnaires
  • Data sources: job incumbents, supervisors, individuals responsible for creating a new job

Rater Biases & Training

  • Common biases: self-serving bias, social projection/false consensus bias, carelessness consensus bias
  • Web-based rater training (5 steps):
    1) Define rating dimensions
    2) Define scale anchors
    3) Describe behaviors indicative of each rating dimension
    4) Practice rating skills
    5) Provide feedback on practice
  • Goal: reduce exaggeration of importance of tasks/KSAs

Job Descriptions & O*Net

  • Job description components: duties, KSAs, working conditions
  • Generic descriptions: O*Net
  • Example (tractor-trailer role):
    • GVW ≥ 26{,}000 pounds; CDL required; may unload
    • TASKS: check vehicle safety, follow safety procedures for dangerous goods, inspect loads, maintain logs
    • TECHNOLOGY SKILLS: various logistics software and office tools
    • KNOWLEDGE: transportation principles, public safety and security, customer service, English, mechanical
    • SKILLS: operation/control, operation monitoring, critical thinking, monitoring
    • ABILITIES: control precision, depth/visual coordination, near vision, reaction time

Performance Planning

  • Components: results, behaviors, development plan
  • Key accountabilities: broad areas of responsibility
  • Specific objectives: measurable outcomes
  • Performance standards: yardstick for performance (acceptable vs unacceptable)
  • Behaviors/Competencies: how work is done; includes required competencies
  • Development plan: areas for improvement with goals

Performance Execution

  • Employee responsibilities: commitment to goals, ongoing feedback/coaching, communication with supervisor, collect/share performance data, prepare for reviews
  • Manager responsibilities: observation/documentation, updates, feedback, provide resources, reinforcement

Performance Assessment

  • Sources: manager assessment, self-assessment, other sources (peers, customers)
  • Rationale: multiple assessments increase ownership, commitment, information, and mutual understanding

Company Spotlights

  • Accenture: fluid performance process with ongoing feedback, immediate development, internal app for comments
  • Google: 360-degree reviews, semi-annually; 5-point scale (1 = needs improvement, 5 = superb); 6 criteria; managers review ratings together to reduce bias

Performance Review

  • Review meeting covers: Past (behaviors/results), Present (compensation), Future (new goals/development)

Six Steps for Conducting Productive Performance Reviews

1) Identify what the employee has done well and poorly
2) Solicit feedback
3) Discuss implications of changing behavior
4) Explain how past skills help overcome problems
5) Agree on an action plan
6) Set follow-up and agree on behaviors/actions/attitudes to be evaluated

Process Summary & Quick Review

  • Ongoing process; each component is important
  • If one component is poorly implemented, the whole system suffers
  • Clear linkages between components are essential

Quick Review

  • Prerequisites
  • Performance Planning
  • Performance Execution
  • Performance Assessment
  • Performance Review