Term
| How job analysis informs and supports a performance appraisal system. |
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Definition
- Defines important job tasks and outcomes
- Job-oriented job analysis focuses on tasks, duties, responsibilities
- Worker-oriented job analysis focuses on KSAOs needed to perform job
- Job oriented most useful for performance appraisal
- Critical incidents: what took place that was particularly demanding that led to a very positive/negative outcome
- Identify behaviors critical to good and to bad work outcomes |
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Term
| Describe 3 issues that influence the perception of fairness of a performance appraisal system. |
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Definition
Three Key Issues in Fairness of PA (differs slightly from text)
To be perceived as just, the process used in the PA system must exhibit:
4. Procedural Justice: the procedures used to evaluate you must be viewed as fair
5. Distributive Justice: the results of the PA are used to decide raises, bonuses, promotions, etc. So results of PA must also be perceived as fair.
6. Trust in Supervisor: Single most important determinant of employee acceptance of the PA system |
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Term
| Are there legal concerns in performance appraisals? Explain. |
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Definition
- Provides a rational, legally defensible basis for personnel decisions
- Procedures, results, and supervisors must be perceived as fair
- Job evaluation determines dollar value for work
- Job analysis can show that jobs are equal |
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Term
| Why is the Equal Pay Act presented in the chapter? |
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Definition
- Comparable Worth - Equal Pay Act 1963
- Different salaries and different titles can be same job
- Job analysis outlines job requirements
- If performance appraisal with other information yields equal output, this is grounds for legal action |
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Term
Distinguish relative from absolute judgments in a performance appraisal. Who makes
such judgments? |
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Definition
- Absolute Judgment – supervisor makes judgments about an employee’s performance based solely on using specified performance standards (judgments made on a scale)
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Relative Judgment – supervisor compares an employee’s performance to the performance of other employees doing the same job. |
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Term
| Be able to describe features of a good, legally defensible performance appraisal system. |
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Definition
General Outline for a Good Defensible PA Feedback Meeting
1. Obtain employee input in advance and use it
2. Hold an interview to discuss and obtain further input
3. Allow for employee rebuttal of evaluation information
4. Note each rater’s familiarity with ratee
5. Consistently apply work standards
6. Base personnel decisions on ratings
- Procedural justice, Distributive justice, and trust in supervisor |
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Term
| What are some commonly observed rater errors? How does person perception figure into this? (6) |
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Definition
| Halo (+ and = for “Devil”) Errors – knowledge of one trail influences evaluation of other traits or behaviors Leniency and severity – unfair consistently high or low evaluations of employees Central Tendency Errors – performance evaluations consistently at middle of scale Contrast and similarity errors – behavior is similar/different to that of evaluator Recency Error (and possibly other errors) – based on recent event, rather than entire performance Frame of Reference Errors – making factors outside the job part of the performance appraisal |
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Term
| How does rater motivation & affect influence performance appraisal? Be able to explain whether the goal of the performance appraisal itself have an effect on the ratings obtained. |
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Definition
Rater Motivation
Willingness vs. Capacity to Rate
Role of “Appraisal Politics” works against accurate ratings:
- In many situations, there are no rewards for the raters to provide accurate appraisals
- Few sanctions for inaccuracy
- Comparisons across work-groups
Personal liking |
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Term
| Describe features of a 360 performance feedback system. How is such feedback used? |
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Definition
- Appraisals come from everyone in contact with employee
- Can obtain lenient ratings from subordinates
- More raters = less impact of bias
- Reflect different perspectives that organizational members have on performance
- Low scores and disagreement indicate opportunities for improvement
- Feedback most useful when given for “developmental” purposes
- Too complex for making decisions on raises and promotions |
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Term
| Distinguish training from development. |
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Definition
Training: Change in job skills, rules, or knowledge.
Development: Change in work attitudes or values. |
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Term
| Describe the different “levels of analysis” used to determine training needs. |
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Definition
| 1. Organizational Analysis a. Link organization’s goals with training needs. b. What will training accomplish for the organization? c. What’s the likely ROI (Return on Investment)? 2. Task Analysis a. Use Task and KSAO information from job analysis b. Determine level of mental demands c. Identify required level of physical and psychological fidelity to assure effectiveness of training 3. Person Analysis a. An individual may be deficient in multiple areas Determine those most important for immediate training and any others to address later |
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Term
| Distinguish different methods/techniques of worker training. |
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Definition
Methods and Techniques of Training
On Site Training Methods
- Shadowing
- On-the-Job Training
- Job Rotation: form of cross-training; employees brought on to learn different facets of the business
- Apprentice Training
- Mentoring: relationship between a mentor and a protégé; progression through four stages: |
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Term
| Distinguish different methods/techniques of worker training. |
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Definition
Methods and Techniques of Training
On Site Training Methods
- Shadowing
- On-the-Job Training
- Job Rotation: form of cross-training; employees brought on to learn different facets of the business
- Apprentice Training
- Mentoring: relationship between a mentor and a protégé; progression through four stages: |
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Term
| What is mentoring and what are some trends with its current use? |
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Definition
- Mentoring: relationship between a mentor and a protégé; progression through four stages: o Initiation: seeking out a good mentor o Protégé phase: developing relationship and obtaining keen insights o Breakup phase: relationship plateaus o Lasting-friendship stage - Reverse mentoring - younger employee mentoring an older employee - Peer Mentoring, 3 types - - Information peer: low disclosure (little personal relationship, mainly a sharing of information) - Collegial peer: moderate (not a friendship, a colleague) Special peer: high disclosure and trust Two major dimensions to the mentoring relationship: - Psychosocial – supportive Job-related – key job information |
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Term
| How does cultural diversity fit in with training & development? |
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Definition
Cultural diversity: training or development issue?
- Melting pot conception – blending
- Multiculturalism Conception – respecting
- Attitude change programs
- Behavior Change Programs
- Training for work assignments in foreign countries
o Expatriates
§ Importance of social over technical skills |
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Term
Give two legal definitions for sexual harassment. Explain what limitations there are
regarding time to file a sexual harassment lawsuit. Can a man file such a suit? Explain |
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Definition
Ÿ Two Legal definitions of sexual harassment
Ÿ Quid pro quo- “this for that”, more difficult to prove unless there are witnesses or factual evidence
Ÿ Hostile work environment- offender created an intimidating, hostile or offensive working environment.
Reasonable time/180 days |
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Term
| Is sexual harassment stressful? |
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Definition
| Remarks, humiliation, discomfort, hostile, adverse, interferes with job performance |
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