io 7

44問 • 1年前

問題一覧

, method of performance appraisal in which a supervisor is given several behaviors and is forced to choose which of them is most typical of the employee.

forced-choice rating scale

, meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal results.

performance appraisal review

, idea that organizations tend to promote good employees until they reach the level at which they are not competent—in other words, their highest level of incompetence.

peter principle

, a performance appraisal system in which feedback is obtained from multiple sources such as supervisors, subordinates, and peers. ● excellent source for improving employee performance but is not appropriate for determining salary increases.

360-degree feedback

, a performance appraisal strategy in which an employee receives feedback from sources (clients, subordinates, peers) other than just his or her supervisor.

multiple-source feedback

most common source of performance appraisal ● sole source of an employee’s evaluation. ● see the results of an employee’s efforts

supervisors

see the actual behavior.

peers

, an important component of 360-degree feedback, as subordinates can provide a very different view about a supervisor’s behavior.

subordinate feedback/upward feedback

, current customers who have been enlisted by a company to periodically evaluate the service they receive.

secret shoppers

allowing an employee to evaluate her own behavior and performance is a technique used by an increasing number of organizations.

self-appraisal

are ways of describing employee success

Criteria

concentrates on such employee attributes as dependability, honesty, and courtesy. ● not a good idea because they provide poor feedback

trait-focused

concentrate on the employee’s knowledge, skills, and abilities

competency-focused

organized by the similarity of tasks that are performed. ● supervisors are concentrating on tasks that occur together and can thus visualize an employee’s performance, it is easier to evaluate performance

task-focused

to organize the appraisal on the basis of goals to be accomplished by the employee.

Goal-Focused Performance Dimensions

effort an employee makes to get along with peers, improve the organization, and perform tasks that are needed but are not necessarily an official part of the employee’s job description.

contextual performance

method of performance appraisal in which employees are ranked from best to worst.

rank order

A form of ranking in which a group of employees to be ranked are compared

paired comparison

A performance appraisal method in which a predetermined percentage of employees are placed into a number of performance categories.

forced distribution method

A type of objective criterion used to measure job performance by counting the number of relevant job behaviors that occur.

Quantity

A type of objective criterion used to measure job performance by comparing a job behavior with a standard.

Quality

Deviation from a standard of quality; also a type of response to communication overload that involves processing all information but processing some of it incorrectly.

error

common method for objectively measuring one aspect of an employee’s performance.

attendance

, employees who follow safety rules and have no occupational accidents do not cost an organization

Safety

method of performance appraisal that involves rating employee performance on an interval or ratio scale.

Graphic rating scale

consist of a list of behaviors, expectations, or results for each dimension.

Behavioral Checklists

concentrate on what an employee accomplished as a result of what she did.

result-focused statements

, in which a criterion score is affected by things other than those under the control of the employee.

contamination

method of training raters in which the rater is provided with job-related information, a chance to practice ratings, examples of ratings made by experts, and the rationale behind the expert ratings.

frame-of-reference training

method of performance appraisal in which the supervisor records employee behaviors that were observed on the job and rates the employee on the basis of that record.

critical incidents

, standardized use of the critical-incident technique developed at General Motors

employee performance record

, rating errors in which a rater will use only a certain part of a rating scale when evaluating employee performance.

distribution errors

, a rating made on one dimension affects the rating made on the dimension that immediately follows it on the rating scale.

proximity errors

, the performance rating one person receives can be influenced by the performance of a previously evaluated person

contrast Errors

, type of rating error in which raters base their rating of an employee during one rating period on the ratings the rater gave during a previous period.

assimilation

, recent behaviors are given more weight in the performance evaluation than behaviors that occurred during the first few months of the evaluation period.

recency effect

, idea that supervisors do not see most of an employee’s behavior

infrequent observation

, perceived psychological pressure.

stress

, raters who like the employees being rated may be more lenient.

bias

, the negative feedback is sandwiched between positive feedback.

feedback sandwich

, to attribute others’ failure or poor performance to personal rather than situational factors.

fundamental attribution error

, the opinion of courts in most states that employers have the right to hire and fire an employee at will and without any specific cause.

employment-at-will doctrine

, protect the right of organizations to use a policy of employment-at-will.

employment-at-will statements

, providing employees with punishments of increasing severity, as needed, in order to change behavior.

progressive discipline

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

valerie · 100問 · 2年前

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders