C3

• Why do we appraise employees?

  Job performance data can benefit both employees and organizations. Performance data can be used for administrative decisions, employee development and feedback, and research to determine the effectiveness of organizational practices and procedures.
• Administrative Decisions


  Many administrative decisions that affect employees are based, at least in part, on their job performance. Negative actions include demotion and termination. Positive actions include promotion and pay raises.
• Employee Development Feedback


  Employees need job performance feedback from their supervisors to improve and maintain their job performance and job skills.
• Research


  I/O psychologists' efforts can be directed toward designing better equipment, hiring better people, motivating employees, and training employees.
• Criterion


  A standard against which you can judge the performance of anything, including a person. It allows you to distinguish good from bad performance.
• Characteristics of Criteria


  • Actual Versus Theoretical Criterion
  • Contamination, Deficiency, and Relevance
  • Level of Specificity
• Composite Criterion Approach


  Involves combining individual criteria into a single score.
• Multidimensional Approach


  Does not combine the individual criterion measures.
• Dynamic Criteria


  Variability of performance over time.
• Contextual Performance


  Extra voluntary things employees do to benefit their coworkers and organizations.
• Methods for Assessing Job Performance

  • Objective Performance Measures
  • Subjective Judgments
• Objective Measures of Job Performance

  • Productivity Data
  • Attendance (Number of times absent, Number of times late)
  • Accidents
  • Incidents
• Subjective Measures of Job Performance

  • Graphic Rating Forms
  • Behavior-Focused Rating Forms (Behaviorally Anchored Rating Scale, Mixed Standard Scale, Behavior Observation Scale)
• Cognitive Processes Underlying Ratings


  Models of the Rating Process, Content of Subordinate Effectiveness
• Biases and Errors


  • Halo Errors
  • Distributional Errors (Leniency, Severity, Central Tendency)
• Control of Rater Bias and Error


  Error-Resistant Forms to Assess Performance, Rater Training to Reduce Errors
• Other Factors That Influence Job Performance Ratings

  Supervisor feelings about the subordinate, supervisor mood, supervisor perceptions about subordinate motives for performance, cultural factors, and the race of both the rater and the ratee
• 360-Degree Feedback


  A manager is evaluated by peers, subordinates, and supervisors on several dimensions of performance. The purpose is to enhance performance, especially for those individuals who are the most in need of performance improvement.
• The Impact of Technology on Performance Appraisal

  The use of computers allows for the easy analysis of performance across millions of employee-customer transactions, and it can be a built-in feature of the task software employees use to do their jobs each day.
• Legal Issues in Performance Appraisal

  It is illegal to discriminate in performance appraisal on the basis of certain non-performance-related factors, such as age, gender, mental or physical disability, or race.