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Test bank For HRIR 2440 Chapter 8-13 13th Edition by Hermann Schwind
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Test bank For HRIR 2440 Chapter 8-13 13th Edition by Hermann Schwind
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Test bank For HRIR 2440 Chapter 8-1313th Edition by Hermann Schwind
performance management - ANSthe continuing process of identifying, measuring, & developing
the performance of individuals and teams and aligning the performance with the strategic goals
of the organization
performance appraisal - ANSThe process by which organizations evaluate employee job
performance.
the the ideal Performance Management System does - ANSprovides incentives for employees
to concentrate on tasks that create the most value
two ways to link individual tasks to organizational goals - ANS1) cascading approach
2) Linking approach
cascading approach - ANSeach level develops goals for their level to meet the needs of the
level above them
pros and cons of the cascading approach - ANSpros: ensure a visual connection between work
and objectives
cons: timely to set up
linking up approach - ANSeach level clearly aligns their goals wit that of the top level
pros of the linking up approach - ANS-more meaningful goals
- clear line of sight
- fast to set up
balanced scoreboard - ANSa PM approach that looks at organizational learning and innovation,
financial mgmt, and customer management
purpose of performance appraisal - ANS1) guide admin decisions
2) Feedback & performance improvement
3) employee development and career planning
4) criteria for test validation
5) training program objectives
6) job redesign
what appraisals must be - ANSjob related or else they're invalid and unreliable
,to be considered job related, a performance appraisal must.. - ANSevaluate critical behaviours
that constitute positive job success
performance standards - ANSThe benchmarks against which performance is measured.
performance measures - ANSthe ratings used to evaluate employee performance
to be useful a performance measure must - ANS1) be easy to use
2) be reliable
3) report on critical behaviours
direct observation - ANSwhen the rater actually sees the performance
indirect observation - ANSwhen the rater can evaluate substitutes to actual performance
performance targets can be based on - ANS1) quality
2) quantity
3) time
comparative evaluation methods - ANSA collection of different methods that compare one
person's performance with that of co-workers.
two common comparative evaluation methods - ANS1) the ranking method
2) forced distributions
pros and cons of the ranking method - ANSpros: ease of explination and administration
cons: doesn't say by how much & subject to halo and recency bias
forced distribution method - ANSmethod of evaluating employees that requires rater to
categorize employees
Noncomparative evaluation - ANSevaluates employees according to present data, and not
comparing employees
different types of Noncomparative evaluation - ANS1) rating scales
2) behaviourally anchored rating scales
3) performance tests and observations
4) management by objectives
rating scales - ANSa scale that requires the rater to provide a subjective evaluation of an
individuals performance
pros and cons of rating scales - ANSpros: - inexpensive,
, - little training for raters
- can be used for lots of ppl
cons: - too much variation
- not always job related
Behaviourally Anchored Rating Scale (BARS) - ANSA rating scale with specific behavioural
examples of good, average, and poor performance.
management by objectives - ANSrequires an employee and supervisor to jointly develop
performance goals for the future employees are then evaluated on how well they achieve these
measures
360-Degree Performance Appraisal - ANSCombination of self, peer, supervisor, and
subordinate performance evaluation.
360 degree feedback includes - ANS1) self
2) peer
3) direct report
4) customers
comparing rater errors - ANSpage 263
Evaluation Interview - ANSperformance review sessions that provide employees feedback
about their past performance or future potentials
different evaluation interview methods - ANS1) tell and sell approach
2) tell and listen
3) problem solving approach
tell and sell approach - ANSreview performance and try to convince them to perform better
tell and listen - ANSallows employees to explain their performance
problem solving approach - ANSidentifies problems interfereing with performance and uses
techniques to reslove them
options before firing an employee - ANS1) extend the performance improvement program
2) review and change goals
direct compensation - ANSwages paid to employees for the work they do
perceptions of fair pay are based on - ANS1) absolute pay
2) relative pay
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