HRM: CHAPTER 8

19問 • 1年前

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is one of the major keys to effective management. It is basis for determining who should be promoted to a higher position.

Performance Appraisal

- consists of techniques that require the rater to compare the individual’s performance with that of others.

Comparative Approach

This method provides a comparison of the relative qualities of performance among all the employees in a group. The employees to be rated are ranked from the most efficient to the less capable in each trait or qualities of judging the employees’ performance.

Ranking

Forced Distribution Technique

This system uses five – point job performance scale in rating employees who are doing similar jobs. Under this method, it is assumed that a normal group or workers doing similar jobs.

• Under this method, the name of each employee who is to be rated is written on the card. Each employee to be rated is then off paired with every other employee in the same unit.

Paired Comparison Method

• This rating method provides a number of traits or factors with corresponding definitions for evaluating the employees written in the left and column of the form such as quantity of work done, quality of work attitude towards work, judgement, reliability, cooperation, punctuality, and others

The Checklist Method

- attempts to define the behavior an employee exhibits to be effective in the job. The various techniques define these behaviors and then require managers to assess the extent to which an employee exhibits them

Behavioral Approach

requires manager to keep a record of specific examples effective and ineffective performances on the part of each employee. It is a narrative report of incidents report of incidents or occurrences that involve the employee

The Critical Incident

• This builds on the critical on the critical incidents approach. It is designed to specifically define performance dimensions by developing behavioral anchors associated with different levels of performance

The Behavioral Anchored Rating Scale

• This entails managing the behavior of the employees through formal system of behavioral feedback and reinforcement. It builds on the behavior’s view of motivation, which holds that the individual’s future is determined by past behaviors that have been positively reinforced

The Organization Behavior Modification

It focuses on managing the objectives, measurable results of a group work. This approach assumes that subjectivity can be eliminated from the measurement process and those results are the closest indicators of one's contribution to the organizational effectiveness.

Results Approach

It is used by most companies who believe in results as bases of performance management

Management By Objectives

The goal of this system of measurement is to motivate the employees to go for a higher level of productivity. It is a means of measuring and feeding back productivity information to personnel.

Productivity Measurement and Evaluation System (PROMES)

The manager should avoid using different standards among employees performing similar jobs.

Problems of Varying Standards

An error which the rater gives greater weight to recent events when appraising individual performance.

Recent Effect

Occurs when employees are incorrectly rated near the average or middle scale.

Central Tendency

Occurs when the rater's value distorts the rating. It can be unconsciously or unintentionally.

Rater's Bias

Occurs when a manager rates an employee high or low on all items because of one characteristic

Halo Effect

It is the tendency to rate people relatively with other people rather than the performance standard.

Contrast Error

HRM: CHAPTER 7

WENDY FEDELIN · 21問 · 1年前

HRM: CHAPTER 7