Ch. 1 & 2
A continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.
Performance Management
A process that involves describing the organization's destination, assessing barriers that stand in the way of that destination, and selecting approaches for moving forward.
Strategic Planning
A yardstick used to evaluate how well employees have achieved each objective
Performance Standard
Specify courses of action to be taken to improve performance
Personal Developmental Plans
A summary of job duties, working conditions, and the required knowledge, skills, and abilities (KSAs)
Job Description
The process of determining the key components of a particular job, including activities, tasks, products, services, and processes.
Work Analysis
If a company identifies an external opportunity that it cannot pursue due to an internal weakness
Constraint
Competencies that each employee needs to display to do the job to a minimally adequate standard
Threshold Competencies
A feedback system where information is gathered from sources all around the employee. Specifically, information on what performance dimensions could be improved is gathered from superiors, peers, customers, and direct reports
Multisource Feedback Systems/ 360 Degree Feedback
Information about facts and things, including an understanding of a given task’s requirements, information on labels, facts, principles, and goals.
Declarative Knowledge
What are the six purposes of performance management?
Strategic, administrative, informational, developmental, organizational maintenance, and documentation
Defined as those behaviors that contribute to the organization’s effectiveness by providing a good environment in which task performance can occur
Contextual performance
A system used to evaluate competencies basing the measurement on comparing employees with a prespecified performance standard
Absolute systems
The tendency to remember only those pieces of information which support one’s current beliefs
Selective Retention
Consists of pairing strengths/weaknesses with opportunities/threats and determining whether the situation is conducive to positive outcomes, negative outcomes, or a mixture of both.
Gap Analysis
In the correct order, identify the performance management process.
Prerequisites, Performance Planning, Performance Execution, Performance Assessment, and Performance Review.
What are the 3 factors that cause an employee to perform at a certain level? (Why do certain individuals perform better than others?)
Abilities and other traits, knowledge and skills, and context.
The method of computing an overall score relies on the weights given to indicate the relative importance of each performance dimension measured to prevent personal bias from entering into the rating.
Mechanical procedure
This type of rating errors result because of the complexities involved in observing performance, storing that information in memory, and then recalling that information while rating an employee.
Unintentional
This type of measurement system asks raters to consider all employees at the same time and to estimate the relative performance of each by using a 100-point scale.
Relative Percentile Method
There are many advantages associated with the implementation of a performance management system. Provide 4 contributions for employees, managers, HR, and/or the organization.
1. Self insight and development are enhanced, self esteem increased, increased motivation, enhanced employee engagement, employees more competent, voice behavior, definitions clarified, misconduct minimized, address performance issues early, increased commitment to org, managers gain insight, better differentiation between good and bad performers, supervisor expectations communicated, fairer administrative actions, goals are clear, protection from lawsuits, change facilitation
Name a circumstance where the results approach to measuring performance is most appropriate.
workers are skilled in their needed behaviors, behaviors and results are obviously related, results show consistent improvement over time, there are many ways to do the job right.
Name the 6 potential sources of performance data.
Supervisors, peers, direct reports, self, customers, and employee performance monitoring.
What components must be developed as part of rolling out and implementing a performance management system?
Communication plan, appeals process, rater training program, and pilot testing
What are the six formal meetings between direct report and supervisor as part of the performance management system?
system inauguration, self-appraisal, classic performance review, merit/salary review, developmental plan, objective setting.