Which of the following approaches to performance management has high validity results but has very low specificity?

ZOO 101

Animal Biology

University of Wisconsin Madison

steps in the performance management process

1. define performance outcomes for company division and department 2. develop employee goals, behavior, and actions to achieve outcomes 3. provide support and ongoing performance discussions 4. evaluate performance 5./6. identify improvements needed/ provide consequences for performance results

comparative approach (fit with strategy, validity, reliability, acceptability, specificity)

fit with strategy: poor, unless manager takes time to make link validity: can be high if ratings are done carefully reliability: depends on rater, but usually no measure of agreement used acceptability: moderate; easy to develop and use but resistant to normative standard specificity: very low

attribute approach (fit with strategy, validity, reliability, acceptability, specificity)

fit with strategy: usually low; requires manager to make link validity: usually low; can be fine if developed carefully reliability: usually low; can be improved by specific definitions of attributes acceptability: high; easy to develop and use specificity: very low

behavioral approach (fit with strategy, validity, reliability, acceptability, specificity)

fit with strategy: can be quite high validity: usually high; minimizes contamination and deficiency reliability: usually high acceptability: moderate; difficult to develop, but accepted well for use specificity: very high

results approach (fit with strategy, validity, reliability, acceptability, specificity)

fit with strategy: very high validity: usually high; can be both contaminated and deficient reliability: high; main problem can be test-retest depends on timing of measure acceptability: high; usually developed with input for those to be evaluated specificity: high regarding results; but low regarding behaviors necessary to achieve them

quality approach (fit with strategy, validity, reliability, acceptability, specificity)

fit with strategy: very high validity: high, but can be both contaminated and deficient reliability: high acceptability: high; usually developed with input from those to be evaluated specificity: high regarding results, but low regarding behavior necessary to achieve them

ways to talk to employees about performance so that its clear, honest, and fair

prevent surprises, use specific-concrete examples, focus on goals, listen as well as talk, be honest, treat employees with respect

most effective way to improve performance (misdirected effort)

low ability, high motivation - coaching, frequent performance feedback, goal setting, training or temporary assignment for skill development, restructured job assignment

most effective way to improve performance (solid performers)

high ability, high motivation -reward good performance, identify development opportunities, provide honest-direct feedback

most effective way to improve performance (deadwood)

low ability, low motivation -withholding pay increases, demotion, outplacement, firing, specific-direct feedback on performance problems

most effective way to improve performance (underutilizes)

high ability, low motivation -give honest-direct feedback, provide counseling, use team building and conflict resolution, link rewards to performance outcomes, offer training for needed knowledge or skills, manage stress levels

the process through which managers ensure employee's activities and outputs contribute to the organization's goals

method of performance measurement that requires managers to rank employees in their group from highest performer to the poorest performer

forced distribution method

method of performance measurement that assigns a certain percentage of employees to each category in a set of categories 

method of performance measurement that compares each employee with each other employee to establish rankings

method or performance measurement that lists traits and provides a rating scale for each trait- the employer uses that scale to indicate the extent to which an employee displays each trait

method of performance measurement that uses several statement describing each trait to produce a final score for that trait

method of performance measurement based on managers records of specific examples of the employee acting in ways that are effective or ineffective 

behaviorally anchored rating scale (BARS)

method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance 

behavioral observation scale (BOS)

a variation of the BARS which uses all behaviors necessary for effective performance to rate performance at a task  

organizational behavior modification (OBM)

a plan for managing the behavior of employees through a formal system of feedback and reinforcement

management by objectives (MBO) 

a system in which people at each level of the organization set goals in a process that flows from top to bottom, so employees at all levels are contributing to the organization's overall goals these goals become the standard for evaluation of each employees performance 

360 degree performance appraisal

performance measurement that combines information from the employee's managers, peers, subordinates, self, and customers

meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors

purpose of performance appraisal

administrative, strategic, developmental

internal importance of performance appraisal

compensation, promotion, training

importance of performance appraisal for employee

motivation, job satisfaction 

criteria of performance appraisal

validity reliability acceptability and feasibility specificity strategic congruency

pre performance review employee prep

specific examples of what you did good (leader), say goals of what you want to be doing next year, say things you did "bad" and how you will make it better, say what you think could be changed to help improve the company

pre performance review manager prep

areas employee is doing well and example of what they could do to improve, explain if there's a reason you're not moving a person who was expected to move up (be honest and explain hiring "freezing" etc.)

the record of outcomes produced on specified job functions or activities during a specified period (traits, personal characteristics, competencies of the performer)

performance appraisal is the process through which: 

an employee's job performance is formally assessed for the purposes of identifying opportunities for enhancing performance as well as for making decisions regarding merit pay increases and promotions

three purposes of performance management

strategic- helps organization achieve objectives administrative- uses the system to provide information for decisions about salary, benefits, recognition developmental- serves a basis for developing employees knowledge and skills

why is performance appraisal important

- it's used for compensation, internal staffing and training needs analysis thereby influencing employee motivation, performance and job satisfaction -performance appraisal is important because it aligns employee performance with the goals and strategies of the organization

performance measures criteria

specificity: performance level achieved and detailed guidance what is expected and how to meet expectations acceptability/feasibility: both those appraised and doing appraisals reliability: consistency of the measure, what tests of reliability might be used validity strategic congruence: produces job performance consistent with strategy, goals and culture

deficiency, contamination

refers to a performance appraisal measure that is missing one or more important performance dimension 

measurement contamination 

refers to a performance appraisal measure that includes one or more inappropriate performance dimensions 

methods for measuring performance (and charts) 

-comparative (ranking): forced distribution form -attribute (traits): graphic rating scale -behavior: BARS, critical incidents form -results: MBO, balanced scorecard

using a graphic rating scale (rate different performance dimensions; interpersonal skills, creativity, judgement, quality of performance.. 1-4/poor-very good)

behaviorally anchored rating scales (based on critical incidents)
ex: 1- could be expected to refuse to make decisions when needed 5- could be expected to solve problems as they arise
measures behaviors to be effective on the job (well organized, assignments helpful, rated 1-5, NA)

management by objectives (MBO)

forced distribution (performance level and %distribution target) ex. level 1- below acceptable performance standards (5% of unit) 3- employee shows a uniformly good level of performance (50%) etc.--each of the employees in a work unit is allocated to one of the performance levels shown in the table, associated with each performance level is a "distribution target" that should be used in allocating employees to various levels

benefits of performance management

can tell top performers they are valued, encourage communication between managers and employees, establish consistency standards for evaluating employees, help the organization identify its strongest and weakest employees

detailed steps of the performance management process

1/2; identify what the company is trying to accomplish and develop employee goals and actions to achieve these outcomes (outcomes benefit customers, the employees peers or team members, and the organization itself) (the goals, behaviors and activities should be measurable and become part of the employee description) 3: organizational support- providing employees with training, necessary resources and tools, ongoing feedback between the employee and manager with focus on accomplishments and issues (feedback on a regular basis not just once a year) 4: evaluate performance: annual performance review 5/6: identify what the employee can do to capitalize on performance strengths and weaknesses and providing consequences (includes identifying training needs, adjusting frequency and type of feedback from manager, and discussing behaviors or activities that need improvement)

to be effective the entire performance management process should be reviewed__

helps the organization achieve its business objectives; helping link employees behaviors to goals- define what the organization expects from the employee, measure each employees performance, enables organization to take corrective action such as training, incentives, or discipline
can achieve strategic purpose only when measurements are truly linked to organizations goals and when goals and feedback about performance are communicated to employees

ways in which organizations use the system to provide information for day to day decisions -salary, benefits, recognition, employee retention, termination, hiring
--the information in performance appraisal can have great impact on future of individuals; managers get uncomfortable doing appraisals because of this

serves as a basis for developing employees knowledge and skills- makes them aware of their strengths and areas they need improvement 

should aim at achieving employee behavior and attitudes that support the organization's strategy, goals and culture- performance appraisals should measure whether employees are engaging in those behaviors, show what areas they can improve in -when an organization's strategy changes they should change the system of performance management

is the extent to which a measurement tool actually measures what it is intended to measure (refers to whether the appraisal measures all the relevant aspects of performance and omits irrelevant aspects of performance) 

describes the consistency of the results that the performance measure will deliver

consistency of results when more than one person measures performance 

consistency of results over time (if a performance measure lacks test-retest reliability, determining whether an employee's performance has truly change over time will be impossible

whether or not a performance measure is valid and reliable, it must meet the practical standard of being acceptable to the people who use it (not too time consuming, measure must be fair)

a performance measure should specifically tell employees what is expected of them and how they can meet those expectations- being specific helps performance management meet the goals of supporting strategy and developing employees--if a measure doesn't specify what an employee must do to help the organization achieve its goals, it does not support the strategy; if the measure fails to point out employee's performance problem, they will not know how to improve 

compare one individuals performance with that of others- ranking simple ranking: forced distribution method paired comparison method

validity, doesn't define what exactly what is good or bad about the person's contribution to the organization, fairness

positives/negatives of forced distribution 

overcomes the temptation to rate everyone high; a manager who does well with selecting, motivating etc. will have a lot of high performers so won't be able to easily choose those in the lower half

paired comparison method is very..

benefits/drawback of ranking employees

counteracts the tendency to avoid controversy by rating everyone favorably or near the center scale- can help with making decisions about pay raises and layoffs
drawback: not linked to organizations goals

performance relative to a uniform set of standards vs. with each other- rate employees in terms of attributes that are believed to be desirable (ex. rating scale 1-5)

most popular performance measure
mixed standards scales and graphic rating scale

lists traits and provides a rating scale for each trait drawback: leaves to the particular manager to decide what is excellent knowledge or poor interpersonal skills, low reliability because managers are likely to arrive at different judgements

use several statements to describe each trait to produce a final score for that trait; the manager scores the employee in terms of how the employee compares to each statement (+-0) --easy to develop and can be applied to a wide variety of jobs and organizations; if an organization is careful to identify which attributes are associated with high performance, define them carefully on the appraisal form these methods are valid and reliable

measurement of attributes are rarely linked to ___

organizational strategies; also the number might seem arbitrary and it doesn't tell you how to improve 

___ is the most popular way to measure performance in an organization 

begin by defining which behaviors are associated with success on the job; ask the manager to rate an employee in terms of each of the behaviors -critical incident method -BARS -BOS -OBM

+/- of critical incident method

gives employees feedback about what they do well and what they do poorly, the manager can relate the incidents to how the employee is helping achieve its goal
requires a lot of effort and managers may resist doing it, also critical incidents may be unique and not support comparisons among employees

define performance dimensions specifically using statements of behavior that describe different levels of performance 

rate the frequency with which the employee has exhibited the behavior during the rating period- then the ratings are averaged for overall rating: needs a lot of information
--compared to BARS and graphic rating scales, managers have said they prefer BOS for ease of use, providing feedback, maintaining objectivity and suggesting training needs

individuals future behavior is determined by their past experiences (people tend to repeat behaviors that have been rewarded in the past- providing feedback and reinforcement can modify individuals future behavior)

1. define a set of key behaviors needed for the job 2. use a measurement system to assess whether the employee does these behaviors 3. inform employees of behaviors, perhaps in terms of goals for how often to exhibit the behaviors 4. provide feedback and reinforcement based on employees behavior

can link the company's goals to the specific behavior required to achieve these goals; can generate specific feedback along with guidance for improvements; valid; high acceptance because the people being measured often help develop it; when raters are well trained reliability is high
doesn't work for complex jobs where its hard to see a link between behavior and results or there is more than one good way to achieve success

Which of the following attribute approaches to performance management is most commonly used?

Which of the following is true about the results approach to performance management?

What are the 3 broad purposes of the performance management process?

What are the expected results of a performance management system designed with a strong quality orientation?