24 terms

OB Job Performance

STUDY
PLAY
What is performance management?
continuous cycle of improving job performance with goal setting, feedback and coaching, and rewards and positive reinforcement
What are situational factors that affect performance management?
individual (personal traits, abilities, skills, job knowledge, motivation) and organization: (culture, job design, quality of supervision)
What are the factors in the performance improvement cycle?
positive reinforcement, goal setting, feedback and coaching
What are desired outcomes from performance management?
persistent effort, personal growth, improved job performance, job satisfaction
What are the factors in rewards distribution criteria?
performance: results (tangible outcomes), behaviors (actions) and nonperformance (type of work, seniority)
What are the trends in reward distribution criteria?
today trends away from nonperformance criteria and towards performance criteria
What are two types of goals?
performance outcome goal (targets a specific end result, typically overemphasized) and learning goal (encourages learning, creativity and skill development, typically ignored)
What are management by objectives?
management system incorporating participation into decision-making, goal setting, and feedback (has positive effects on productivity and job satisfaction)
What are three steps to follow when implementing a goal-setting program?
set goals (smart goals, problem solving techniques, action plans, specify the strategies, notice individual differences), promote goal commitment (explain why organization is committed to the goals, link individual goals to company's, let employees participate in setting goals and creating plans, have employees build goal ladders) and provide support (make sure employees have necessary skills and info, adjust goals, give timely, task specific feedback, incentives)
What are the components of SMART goals?
S: Specific: percise terminology, goals quantified
M: Measurable: entent of when goal is accomplished, quantity and quality of output
A: Attainable: realistic, challanging and attainable, level of difficulty and ability level
R: Results Oriented: corporate goals and individual goals, action plans to outline activities, language is important
T: Time Bound: goals specify target dates for completion
What is performance appraisal?
evaluation of an employee's current or past performance relative to his or her performance goals or standards
How can managers document behavior performance?
Use the ABC's
A: Accurate information
B: Behavioral: focus on behavior, not personal attacks
Consistent: must be consistent with every employee
What is objective feedback and what functions does it serve for those who receive it?
information about performance, and instructional (clarifies roles and teaches new behaviors) and motivational (serves as a reward or promises and reward)
The higher one gets in an organization, the better the quality of their feedback is (T/F)
F
Feedback is so valuable, it is typically accepted and appreciated (True/False)
False
Feedback is too infrequent in organizations? (T/F)
T
Feedback needs to be tailored to the recipient (true/false)
true
The manager's expertise is irrelevant when giving feedback
false
What is the tell and sell strategy for communicating performance evaluation results?
"The Road to Hell" Scenario
Supervisor takes the role of judge. Goal: evaluate and to persuade
employees to pursue an improvement
plan.
Assumes that employees wish their strengths and weaknesses pointed out to them and that they can change their behavior if they wish.
Prone to lapsing into a cycle of defensiveness and resentment.
What is the tell and listen strategy for communicating performance evaluation results?
Feedback with supervisor
Supervisor takes the role of judge,
except here employees are afforded the opportunity to respond to the evaluation.
Goal: permit the employee to drain off any emotions evoked by the evaluation.
The supervisorlistens and plays back to the employee what he/she is hearing.
The consequence of this is reduced employee defensiveness
What is the problem solving approach for communicating performance evaluation results?
Believed to be better off for reaching resolution
Supervisor takes the role of helper.
The influence of the manager is limited
to stimulating the thinking of the employee rather than offering solutions
The manager and employee (together) set improvement goals that are mutually acceptable
What are the characteristics of effective feedback sessions with problem solving approach?
feedback is accurate and credible, subordinate participates at a high level, supervisor is supportive, discusses problems hampering subordinates performance, personal criticisms are omitted, feedback is based on performance, specific goals are set with follow up dates. follow up!!
What are examples of nontraditional feedback?
upward feedback (subordinates evaluate their boss) and 360 degree feedback (comparison of anonymous feedback from ones superior, subordinates and peers with self perception)
What lessons learned from Lakeview Manufacturing?
Department manager told six managers that the degree to which each manager met/exceeded goals would be major input into merit pay increases for the year
Given description/background of managers
Given goal attainment for each manager and manager's evaluation
Recommend a dollar amount and percentage increase in salary for each supervisor based on $26,000 increase over
last year
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