Chapter 5 - Managing Employee Performance
About this set
Created by:
pjwiebe on February 29, 2012
Subjects:
Commerce 392 - Managing Employment Relationship
Description:
By: Thomas R. Knight - Managing the Employment Relationship
Log in to favorite or report as inappropriate.
Order by
10 terms
Terms | Definitions |
|---|---|
 graphic rating scale | focusing on traits of employees, identified as necessary for successful performance, including quality and quantity of production, personal reliability. The rate, usually a supervisor, rates on a scale of unsatisfactory to exceeds expectations |
| forced distributions | a system that is based on the idea that performance of employees in a work force is normally distributed on a bell curve. The supervisor distributes employees across the segments of the curve, comparing one another based on relative performance. |
| critical incidents reports | events that exemplify high or low levels of performance by an employee. Consistent reports can provide valid support for a supervisor's judgements about performance of individual employees |
| behaviourally anchored rating scales (BARS) | breaks job performance into specific behaviours necessary for successful performance and provides a description of behaviours that warrant a rating from 1 to 5 |
| management by objectives (MBO) | working with employees to review their performance over a previous period and then defining specific objectives or goals for improving performance |
| the halo effect | a manager rates an employee as superior on all traits or aspects of a job on the basis of outstanding performance on one trait |
| central tendency | a manager shies away from making critical judgements about employees so that they are clustered around the central score on a performance scale |
| just like me | a manager rates employés highly when they appear to hold similar values or attitudes of the manager, with corresponding low ratings of employees holding different views |
| strictness or leniency | a manager may consistently over/under shoot performance standards in evaluation employees leading to inconsistency across managers and frustration among employees |
| 360 degree feedback | the idea that everyone, managers and employees included, can benefit from feedback about their feedback. It allows employees to evaluate their managers as managers and to be evaluated by their manager |
First Time Here?
Welcome to Quizlet, a fun, free place to study. Try these flashcards, find others to study, or make your own.