Evaluating Employee Performance
Cards (44)
- Is an excellent time to meet with employees to discuss their strengths and weaknesses.
- The promotion of employees until they reach their highest level of incompetence.
- The most common type of performance appraisal.
- Often see the actual behavior.
- Also called upward feedback is an important component of 360-degree feedback, as subordinates can provide a very different view about a supervisor's behavior.
- Allowing an employee to evaluate her own behavior and performance is a technique used by only a small percentage of organizations.
- Are ways of describing employee success.
- Focus on traits, competencies, task types, or goals.
- Concentrates on such employee attributes as dependability, honesty, and courtesy.
- Concentrate on the employee's knowledge, skills, and abilities.
- Organized by the similarity of tasks that are performed.
- Basis of goals to be accomplished by the employee.
- The effort an employee makes to have good relationship with peers, improve the organization, and perform tasks that are needed but are necessarily an official part of the employee's job description.
- The easiest and most common method of employee comparison; employees are ranked in order by their judged performance for each relevant dimension.
- This method involves comparing each possible pair of employees and choosing which one of each pair is the better employee.
- A predetermined percentage of employees are placed in each of the five categories.
- A second way to evaluate performance is to use what are commonly called _.
- Counting the number of relevant job behaviors that take place.
- Measured in terms of error.
- Employees who follow safety rules and who have no occupational accidents do not cost an organization as much money as those who break rules, equipment, and possibly own bodies.
- Most common rating scale.
- Consists of list of behaviors, expectations, or results for each dimension; Used to force the supervisor to concentrate on the relevant behaviors that fall under a dimension.
- A more formal method for using critical incidents in evaluating performance; consists of a two color form.
- A common type of error in evaluating employee performance involves the distribution of ratings on a rating scale.
- Rate every employee at the upper end of the scale regardless of the actual performance of the employees.
- A supervisor Rating every employee in the middle of the scale.
- Rates every employee at the low end of the scale.
- A rater allows either a single attribute or an overall impression of an individual to affect the ratings that she makes on each relevant job dimension; occurs especially when the rater has little knowledge of the job and is less familiar with the person being rated; common in peer ratings.
- Occur when a rating made on one dimension affects the rating made on the dimension that immediately follows it on the rating scale.
- The performance rating one person receives can be influenced by the performance of a previously evaluated person.
- Recent behaviors are given more weight in the performance evaluation than behaviors that occured during the first few months of evaluation period.
- Many managers or supervisors do not have the opportunity to observe a representative sample of employee behavior.
- A process in which the negative feedback is sandwiched with positive feedback.
- Employment-at-will doctrine in most states allows employers freedom to fire an employee without a reason at will.
- What kind of sector is this: An employee can be fired only for cause?
- Laws that an employee can be fired only for cause.
- Employees cannot be fired for reasons protected by federal or state Law.
- An individual employee has a signed employment contract stipulating a particular period of employment, an organization cannot fire the employee without cause.
- If an employer implies that an employee "had a job for life" or can be fired only for certain reasons.
- Though employers are generally free to hire and fire at will, the courts have ruled that employers must still act in good faith and deal fairly with an employee.