PSYC 3500 > CHAPTER 5 > Flashcards

CHAPTER 5 Flashcards

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1
Q

objective performance measure

A

Usually a quantitative count of the results
of work such as sales
volume, complaint letters,
and output.

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2
Q

judgmental performance
measure

A

Evaluation made
of the effectiveness of an
individual’s work behavior,
most often by supervisors
in the context of a yearly
performance evaluation.

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3
Q

hands-on performance measurement

A

Type
of measurement that
requires an employee to
engage in work-related
tasks; usually includes
carefully constructed
simulations of central or
critical pieces of work that
involve single workers.

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4
Q

walk-through testing

A

Type
of measurement that
requires an employee to
describe to an interviewer
in detail how to complete a task or job-related
behavior; employee may
literally walk through the
facility (e.g., a nuclear
power plant), answering
questions as he or she
actually sees the displays
or controls in question.

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5
Q

electronic performance monitoring

A

Monitoring work processes with
electronic devices; can be
very cost effective and has
the potential for providing detailed and accurate
work logs.

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6
Q

performance management

A

System that emphasizes
the link between individual behavior and organizational strategies and goals
by defining performance
in the context of those
goals; jointly developed by
managers and the people
who report to them.

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7
Q

task performance

A

Proficiency with which job
incumbents perform
activities that are formally
recognized as a part of
their job.

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8
Q

organizational citizenship behavior (OCB)

A

Behavior
that goes beyond what
is expected.

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9
Q

counterproductive work behavior (CWB)

A

Voluntary behavior that violates
significant organizational
norms and threatens the
well-being of the organization, its members, or both.

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10
Q

duties

A

Groups of similar
tasks; each duty involves a
segment of work directed
at one of the general
goals of a job.

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11
Q

critical incidents

A

Examples of behavior that
appear “critical” in deter
mining whether performance would be good,
average, or poor in specific performance areas.

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12
Q

graphic rating scale

A

Graphic display of performance scores that runs
from high on one end to
low on the other end.

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13
Q

checklist

A

List of behaviors presented to a rater,
who places a check next
to each of the items that
best (or least) describe
the ratee.

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14
Q

weighted checklist

A

A checklist that includes
items that have values or
weights assigned to them
that are derived from
the expert judgments of
incumbents and super
visors of the position
in question.

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15
Q

forced-choice format

A

Format that requires the rater
to choose two statements
out of four that could
describe the ratee.

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16
Q

behaviorally anchored rating scales (BARS)

A

Rating format that includes
behavioral anchors
describing what a worker
has done, or might be
expected to do, in a particular duty area

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17
Q

behavioral observation scale (BOS)

A

Format that
asks the rater to consider how frequently an
employee has been seen to
act in a particular way.

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18
Q

employee comparison methods

A

Form of evaluation that involves the
direct comparison of one
person with another.

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19
Q

simple ranking

A

Ranking of employees from top
to bottom according to
their assessed proficiency
on some dimension, duty
area, or standard.

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20
Q

paired comparison

A

Technique in which each
employee in a work
group or a collection of
individuals with the same
job title is compared
with every other individual in the group on the
various dimensions being
considered.

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21
Q

360-degree feedback

A

Process of collecting and
providing a manager or
executive with feedback
from many sources,
including supervisors,
peers, subordinates, customers, and suppliers.

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22
Q

rating errors

A

Inaccuracies in ratings that
may be actual errors or
intentional or systematic
distortions.

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23
Q

central tendency error

A

Error in which
raters choose a middle
point on the scale to
describe performance,
even though a more
extreme point might better describe the employee.

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24
Q

leniency error

A

Error that
occurs with raters who
are unusually easy in
their ratings.

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25
severity error
Error that occurs with raters who are unusually harsh in their ratings.
26
halo error
Error that occurs when a rater assigns the same rating to an employee on a series of dimensions, creating a halo or aura that sur rounds all of the ratings, causing them to be similar.
27
psychometric training
Training that makes raters aware of common rating errors (central tendency, leniency/ severity, and halo) in the hope that this will reduce the likelihood of errors.
28
frame-of-reference (FOR) training
Training based on the assumption that a rater needs a context or “frame” for providing a rating; includes (1) pro viding information on the multidimensional nature of performance, (2) ensuring that raters understand the meaning of anchors on the scale, (3) engaging in practice rating exercises, and (4) providing feedback on practice exercises
29
destructive criticism
Negative feedback that is cruel, sarcastic, and offensive; usually general rather than specific and often directed toward personal characteristics of the employee rather than job-relevant behaviors.
30
forced-distribution rating system
Rating system that requires evaluators to place employees into performance categories based on a predetermined percentage of employees in different categories (low, moderate, high).
31
policy capturing
Technique that allows researchers to code various characteristics and determine which weighed most heavily in raters’ decision-making.
32
performance measurement is used for..
1. criterion data 2. annual reviews 3. employee development 4. motivation/satisfaction 5. rewards 6. transfer 7. promotion 8. layoffs
33
judgmental measurement
Evaluation made of the effectiveness of an individual’s work behavior
34
personnel measurement
Measures typically kept in a personnel file; usually a record of an event
35
objective measurement
Usually, a quantitative count of the results of work
36
correlation between subjective and objective measures
low
37
electronic performance monitoring
Entails utilizing electronic devices to monitor & record work processes
38
mouse jigglers
moving the mouse to simulate doing work
39
overall performance ratings
Based on a broad assessment of the employee’s general work behavior (task performance, OCB, CWB)
40
behavioral definition
Extent to which task/duty/characteristic being rated is behaviorally defined
41
response category definition
Extent to which meaning of response categories is defined
42
response unambiguity
Degree that a person interpreting ratings can understand response that the rater intended
43
BARS
Rating format that includes behavioral anchors describing what a worker has done, or might be expected to do, for a given task or duty
44
employee comparison methods
a form of evaluation that involves the direct comparison of one person with another.
45
simple ranking
involves the ranking of employees from top to bottom according to their assessed proficiency on some dimension, duty area, or standard.
46
paired comparison
a method in which each employee in a work group or a collection of individuals with the same job title is compared with every other individual in the group on the various dimensions being considered.
47
forced-distribution rating system
Rating system that requires evaluators to place employees into performance categories based on a predetermined percentage of employees in different categories
48
supervisor ratings
Most common source of performance information * Could argue that supervisor opinions are especially valuable * Disadvantages... * Supervisor may not interact with employees often enough * Supervisors may be reluctant to give feedback * Ratings may be altered to further the supervisor’s goals
49
peer ratings
More likely to interact with workers daily (typical vs. maximum performance) * Better able to see how the person interacts with others * Better able to see occurrences of OCBs/CWBs * Understands the job well * Disadvantages... * May be separated geographically (remote work) * Conflict of interest if ratings are used for promotion/pay decisions
50
self-ratings
* Allows employees to take an active role in the process * Self-ratings are frequently compared to supervisor ratings during performance appraisal meeting  come to a consensus * Increases perception of procedural justice * Good for developmental purposes * Disadvantages... * Ratings may be inflated * Conflict of interest if used for promotion/pay decisions
51
subordinate ratings
Good for assessing things like relationship quality with subordinates, or problems like abusive supervision * Good for developmental purposes * Disadvantages... * Managers may be hostile towards ratings &/or retaliate against subordinates * Subordinates may not see all that their supervisor does
52
customer and supplier ratings
* Can offer a unique perspective on employee performance * Insight into the interpersonal/communication dimensions of performance * Extent to which the employee represents the organization well * Disadvantages... * Customers/suppliers do not get a full picture of an employee’s duties or performance
53
360 degree feedback system
Process of collecting & providing a manager or executive with feedback from many sources (i.e., supervisors, peers, subordinates, customers, & suppliers)
54
360 guidelines
1. Ensure the anonymity of the sources. The best way to do this is to have multiple raters for each source. 2. Rather than allowing the ratee to choose the evaluators, the evaluators should be jointly identified by the supervisor and the employee being rated. 3. Use 360-degree feedback exclusively for developmental and growth purposes, not for administrative decisions. 4. Train those who will be information sources as well as those who will deliver the feedback. 5. Follow up the feedback session with regular opportunities for the supervisor to assess progress and provide positive feedback.
55
central tendency error
Error in which raters choose a middle point on the scale to describe performance, even though a more extreme point might better describe the employee
56
leniency error
Errors that occurs with raters who are unusually easy in their ratings (i.e., high scores for all ratees)
57
severity error
Error that occurs with raters who are unusually harsh in their ratings (i.e., low scores for all ratees)
58
halo error
Error that occurs when a rater assigns the same rating to an employee on a series of dimensions, creating a halo or aura that surrounds all the ratings, causing them to be similar
59
administrative training
Involves orienting raters to the rating scale, its anchors, & establishing consistency across raters
60
psychometric training
Training that makes raters aware of common rating errors in the hope that this will reduce the likelihood of errors
61
frame-of-reference training
Training based on the assumption that a rater needs a context or “frame” for providing a rating
PSYC 3500
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