180 seconds . By letting the work team decide the goals for everyone, By collaborating with each employee on goal setting, By taking measurable goals out of the appraisal, By letting employees decide what the goals should be. 21 Questions Show answers. Performance management systems help employees and managers work better by aligning employee goals with company strategy, setting expectations and facilitating timely feedback. So, candidates do not miss the chance and grab the opportunity by looking into performance appraisal job interview questions … To play this quiz, please finish editing it. | {{course.flashcardSetCount}} English, science, history, and more. Quality and quantity … All employees tend to have certain expectations from the management, making this one of the important performance appraisal questions for managers. Managing performance … Systematic review and evaluation of job performance and the provision of performance feedback. It is imperative that performance reviews are carefully crafted and the right kind of questions are asked, that actually make the difference. A key element of performance management, performance reviews help a company's human resources department collect data about employee performance. 1. This quiz/worksheet combo will gauge your knowledge of the types of employee performance appraisals. Start studying Chapter 5: Performance Appraisals (QUIZ 2). a. My performance evaluation form accurately reflects the important aspects of my job performance… A performance review is when an employee and their manager meet to discuss the employee's performance at work. Performance Management: Who employ performance management? - Law & Concept, Workplace Monitoring: Methods, Ethics & Laws, Human Resource Management (HRM): Laws & Regulations, What Is a Hostile Work Environment? This quiz/worksheet combo will gauge your knowledge of the types of employee performance appraisals. This will form a picture of how perceptive the … Carrie's performance appraisal today is based on how well she achieved those goals. As a member, you'll also get unlimited access to over 83,000 lessons in math, The answers can all be found in the materials you received in the workshop. {{courseNav.course.mDynamicIntFields.lessonCount}} lessons When appraisals are made by superiors, peers, subordinates and clients then it is called ____. Earn Transferable Credit & Get your Degree, Create your account to access this entire worksheet, A Premium account gives you access to all lesson, practice exams, quizzes & worksheets. August 11, 2016 . Plus, get practice tests, quizzes, and personalized coaching to help you succeed. You will receive your score and answers at the end. company goals and implemented on a continuous cycle, Sources of Performance Rating: Multisource Feedback, 1) Involves multiple raters at various organizational levels who evaluate and provide 360-degree feedback to a target employee, Sources of performance ratings: Multisource feedback--three basic assumptions about 360-degree feedback, 1) When multiple raters are used, participants are happier because they are involved in the process, Sources of performance ratings: Multisource feedback--upward appraisal ratings, ratings provided by individuals whose status in the organizational hierarchy is below that ratees, Sources of performance ratings: Multisource feedback--recommendations for implementing 360-degree feedback, 1) Be honest about how ratings will be used, New Challenges in Telework: recent trend in organizations is the increased frequency of telework, 1) Results in altered forms of communication, New Challenges in Telework: Telecommuting relationship with performance--Golden and Gajendran (2014), found telecommuting may have weak or strong positive effort on performance depend on on situational characteristics, New Challenges in Telework: Telecommuting relationship with performance--Gajendran and Colleagues (2015), found telecommuting was positively associated with task performance and contextual performance; additionally enhanced by positive subordinate-supervisor relationship, 1) Consists of a number of traits or behaviors, Behaviorally anchored rating scales (BARS), 1) Similar to graphic rating scales except for behavioral descriptions as "anchors", 1) SMEs identify and define several dimensions that are important for the job, Series of items perviously weighted on importance or effectiveness; items indicate desirable and undesirable behavior, raters choose two items from a group of four that best describe the employee; purpose is to reduce rater bias/distortion, Evaluation of ratees with respect to how they measure up to, or compare with, other employees, Employee comparison procedures: Rank ordering, Employee comparison procedures: paired comparisons, becomes more complex as number of ratees increases, Employee comparison procedures: Forced distribution, is often done because ratings are tied to raises; public lawsuits have involved these systems, Employee Comparison Procedures: Public lawsuits over use of some systems, Extent to which underrepresented groups tend to be disproportionately ranked in low category, Employee Comparison Procedures: Adverse impact, Contemporary trends in rating formats (2), Advantages/disadvantages of Graphic rating scales, Advantages/disadvantages of Employee comparison methods, Rating Errors: Evaluating another individual's performance accurately and fairly is difficult (2), Research Errors: Research in cognitive psychology provides I/O psychologists with, valuable information applied to the performance appraisal process, Cognitive-processing model of performance appraisal, Rater's tendency to use global evaluation of a ratee in making dimension-specific ratings, involves accurately intercorrelations among performance dimensions, The mean of rating across ratees is higher than the mean of all ratees across all raters, Raters want to look good, be liked, keep peace in the workplae, Occurs when raters only use the midpoint of the scale, When raters use only the low end of the rating scale, Distributional Errors--Primary error problem, 1) Ratings do not discriminate (range restriction), raters heavily weight their most recent interactions/observations of ratee, opposite of recency, raters pay too much attention to initial experiences with ratee, raters tend to give more favorable ratings to ratees who are like themselves, Rater Considerations: Training--Rater Error Training (RET), 1) Focuses on describing errors and showing raters how to avoid them, Rater Considerations: Training--Frame of Reference training (FOR), 1) Focuses on enhancing raters' observational and categorization skills; establishes a common frame of reference, Rater Considerations: Rater Goals and Accountability, 1) Raters may have different goals for various reasons, Contemporary Performance Appraisal Research: Importance of Social-Psychological Context--Early researchers focused on, rating scale formats and believed that accuracy was the primary goal of appraisal, Contemporary Performance Appraisal Research: Importance of Social-Psychological Context--Contemporary issues emphasize, the social psychological processess and the social context, Contemporary Performance Appraisal Research: Importance of Social-Psychological Context--context includes, Contemporary Performance Appraisal Research: Reaction Criteria, Role of rater and ratee reactions in the performance appraisal process, Contemporary Performance Appraisal Research: Reaction Criteria--research, Performance appraisal satisfaction affected by performance appraisal characteristics and organizational variables, Contemporary performance appraisal research: reaction criteria--goal-feedback-reactions-subsequent goals path, emotional reactions to feedback play significant role in determining future goals, Contemporary Performance Appraisal Research: Reaction Criteria--Dunning-Kruger effect, 1) Cognitive bias that suggests some unskilled individuals overestimate abilities and do not have meta-cognitive skills to realize that are doing this, Contemporary Performance Appraisal Research: Supervisor-subordinate relationship--leader-member exchange theory (LMX), 1) Relationship between employee and supervisor plays a role in the performance appraisal process, Contemporary Performance Appraisal Research: Organizational Politics--deliberate attempts by individuals to enhance or protect their self-interests when conflicting courses of action are possible, 1) Executives intentionally manipulate performance appraisal for political reasons, Contemporary Performance Appraisal Research: Trust, extent to which raters believe that fair and accurate appraisal has been/will be made in their organization, Contemporary Performance Appraisal Research: Trust--Performance appraisal discomfort scale (PADS), Raters can be trained to be more comfortable doing performance appraisals, Contemporary Performance Appraisal Research: Trust--Self-construal, extent to which individual see him-herself as connected and dependent on others--potentially very important for performance appraisal process (graduate students), Contemporary Performance Appraisal Research: Justice, If raters or ratees see the appraisal process as unfair/biased, its psychometric quality will be irrelevant, Contemporary Performance Appraisal Research: Justice--Implicit Person Theory (IPT), Extent to which an individual believes that people can change impacts performance appraisal--Supervisors who tend to believe that people can change are perceived by subordinates as more just in their appraisals, Contemporary Performance Appraisal Research: Participation, 1) can include self-assessment or expressing ideas during the appraisal session/interview, 1) Employee development is largely a function of their receptivity to feedback and the organization's approach to, or emphasis on, feedback, Providing Performance Feedback--Continuous employee development, Cyclical processes in which employees are motivated to plan for and engage in actions or behaviors that benefit their future employability on a respective or ongoing basis, The feedback Process: key steps of the performance management cycle, What makes good feedback?--Feedback intervention theory (FIT), feedback is most effective when targeted at task rather than at self, 1) Proposed to embody culture while specifically representing organization climate and attitude toward feedback, Individual's overall attitude toward feedback or receptivity to feedback, perceptions of feedback utility, accountability to use feedback, social awareness through feedback, self-efficacy in dealing with feedback, other individual differences such as learning goal orientation, Feedback Orientation (FO)employees on on FO tend to, seek feedback more often than those low on FO, Feedback Orientation (FO)--Employees low on FO are, In the U.S., illegal to discriminate in performance appraisal on the basis of non-performance-related factors (age, gender, ethnicity, religion, and disability), Evidence for utility of legal recommendations--review of court decisions (1980-1995) by Werner and Bolino (1997), 1) 300 court of appeal decisions related to performance appraisal; of those, 109 were related to age discrimination, 102 to race discrimination, and 50 to sex discrimination, Evidence for utility of legal recommendations--review of court decisions (1980-1995) by Werner and Bolino (1997)--Judgement was more likely made for the defendant when, Due Process Metaphor View of Performance appraisal, 1) Folger and colleagues developed model to help guide development of fair and legally defensible performance appraisal systems, Due Process Metaphor View of Performance appraisal--based on, Wearable Technology: Positive impacts of physiolytics, 1) Used for increasing productivity, enhancing employee well-being, and reducing work-related injuries. 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