performance appraisals
formalized way of assessing worker performance in comparison to certain established organizational standard
comparative methods
comparison of one worker performance against others
- Simple ranking (best-worst)
- Paired comparison (compared to one another)
- Forced distribution (curve bell: high,mid, lowest)
multiple perspectives
increases the reliability of performance ratings
lessen bias
halo effect
overall positive evaluation of a worker based on one known positive characteristic or action
actor observer bias
tendency for appraiser to place greater emphasis on dispositional factor & lesser emphasis on situational factors that may have affected performance
individual methods
- evaluates the individual
- includes a checklists and forced choice scales
- common -> graphic rating scale
Objective performance criteria
measured of job performance that are easily quantified
criterion contamination
extent to which performance appraisals contain elements that detract from the accurate assessment of job effectiveness
(ex: employer when to the same school as employee and treats him better)
use of multiple reviewers and 360 feedback
360 - gathers all PA from a work’s supervisor, subordinates, peers, customers, and other relevant parties
lessens bias and increase reliability bcoz there’s more to look at
employee comparison methods
- ranking - best to worst comparative ranking
- paired-comparison - raters compare each worker with each other
- forced distribution - established categories ranging from poor - outstanding on comparison
factors that affect perceptions of fairness
- appraisal frequency “+” related to fairness perceptions
- joint planning with supervisor to eliminate weaknesses
- enhances fairness perception
supervisor’s knowledge of duties of person being measured - supervisor’s knowledge of actual performance of person being rated
common rating errors
- leniency - too nice/positive
- severity - too negative
- central tendency - midpoint rating in PA
types of training
- new employee orientation
- employee retraining and continuing education
- retirement planning
- career development
- training workers for international business
- training in diversity issues, harassment and ethical behavior
transfer of training
concept if the training is actually applied in the work setting
needs anaylsis
organizational must have some idea of what workers need to know to perform their jobs
task analysis
concerned w/ KASOs
- starting with job description
- translating the specific task requirements of the job into the basic components of knowledge & skill incorporated into a training program
demographic analysis
determining the specific training needs of various demographic groups
ex: women and men, certain ethnic minorities, and workers of different age brackets
