One Page Reviewer HRM Chapter 9

Performance Appraisal
1. Performance appraisal : evaluating an employee’s current and past performance relative to his or her performance standards.
2. Defining the Job : making sure that you and your subordinate agree on his or her duties and job standards.
3. Performance Appraisal Process : (Setting work standards, Assessing the employee’s actual performance, providing feedback)
4. Performance Management : continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their
performance with the organization’s goals.
5. 4 Guidelines in Setting Performance Goals : (Assign Specific Goals, Assign Measurable Goals, Assign Challenging but Doable Goals, Encourage
Participation)
6. Appraisals by the immediate supervisor are still the heart of most appraisal process.
7. Types of Appraisals : (Peer Appraisals, Rating Committees, Self Ratings, Appraisal By Subordinates, 360-Degree Feedback)
8. Two Basic Questions in Appraisal Tools : (What performance dimensions to measure, How to measure them)
9. Graphic Rating Scale : a scale that lists a number of traits and a range of performance for each.
10. Appraisal Methods : (Alternation Ranking Method, Paired Comparison Method, Forced Distribution Method, Critical Incident Method)
11. Alternation Ranking Method : ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked.
12. Paired Comparison Method : ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is better
employee of the pair.
13. Forced Distribution Method : similar to grading on a curve; predetermined percentages of rates are replaced in various performance categories.
14. Critical Incident Method : keeping a record of uncommonly good or undesirable examples of an employee’s work-related behavior and reviewing it with
the employees at predetermined times.
15. All or part of the written appraisal may be in narrative form.
16. Behaviorally Anchored Rating Scale (BARS) : an appraisal tool that anchors a numerical rating scale with specific illustrative examples of good or poor
performance.
17. 5 Steps of Developing BARS : (Write Critical Incidents, Develop Performance Dimensions, Rellocate Incidents, Scale the Incidents, Develop a Final
Instrument)
18. 5 Advantages of BRS : (More Accurate Gauge, Clearer Standards, Feedback, Independent Dimensions, Consistency)
19. Management By Objectives (MBO) : refers to a comprehensive and formal organization-wide goal setting and appraisal program.
20. Employee Appraiser : presents a menu of more than a dozen evaluation dimensions, including dependability, initiative, communication, decision
making, leadership, judgment, and planning and productivity.
21. Electronic Performance Monitoring (EPM) : having supervisors electronically monitor the amount of computerized data an employee is processing per
day, and thereby his or her performance.
22. Potential Appraisal Problems : (Unclear Standards, Halo Effect, Central Tendency, Leniency and strictness, Bias)
23. Unclear Standards : an appraisal that is too open to interpretation.
24. Halo Effect : the problem that occurs when a supervisor’s rating of a subordinate on one trait biases the rating of that person on other traits.
25. Central Tendency : a tendency to rate all employees the same way, such as rating them all average.
26. Strictness/Leniency : the problem that occurs when a supervisor has a tendency to rate all subordinates either high or low.
27. Bias : the tendency to allow individual differences such as age, race and sex to affect the appraisal ratings employees receive.
28. 4 Guidelines for Effective Appraisals : (Know the Performance Appraisal Problems, Use the Right Appraisal Tool, Keep a Diary, Get Agreement on a Plan)
29. 6 Appraisal Tools : (Graphic Rating Scale, BARS, Alternation Ranking, Forced Distribution Method, Critical Incident Method, MBO)
30. Appraisal Interview : an interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce
strengths.
31. Types of Appraisal Interviews : (Satisfactory-Promotable, Satsifactory-Not Promotable, Unsatisfactory but correctable, Unsatsifactory and
Uncorrectable)
32. 4 Things to Keep in Mind in an Interview : (Talk in terms of objective work data, Don’t get Personal, Encourage the person to talk, Get agreement.)
33. Performance Management : continuous, daily, or weekly interactions and feedback to ensure continuous improvement.
34. Three main things that distinguish performance mgmt. from performance appraisal : (Continuous interaction, Goal-Directed, Modifying how to get the
work done.)
35. 6 Basic Elements of Performance Management : (Direction Sharing, Goal alignment, Ongoing performance monitoring, Ongoing feedback, Coaching and
developmental support, Recognition and awards)
36. Direction Sharing : communicating the company’s goals throughout te company and then translating these into doable departmental, team and
individual goals.
37. Goal Alignment : having a method that enables managers and employees to see the link between the employees’ goals and those of their department
and company.
38. Ongoing performance monitoring : usually includes using computerized systems that measure and the e-mail progress and exception reports based on
the person’s progress toward meeting his or her performance goals.
39. Ongoing feedback : includes both face-to-face and computerized feedback regarding progress toward goals.
40. Coaching and Developmental Support : should be an integral part of the feedback process.
41. Recognition and Rewards : provide the consequence needed to keep the employee’sgoal-directed performance on track.
42. 5 Practices that Distinguish Employee Appraisal to Talent Mgmt : (Identifying the workforce profiles, Consciously thinking though all the tasks,
Consistently using the same profile for formulating recruitment plans, Actively manageing different employee’s recruitment, Integrating the underlying
talent mgmt. activities)
43. Segmenting by Value to the organization : (Mission-Critical, Core, Necessary, Non-Essential)
44. Segmenting by Performance : (Exceptional, High, Medium, Low)
45. Before appraising performance, managers should understand certain basic concepts in performance management and appraisal.