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Human Resource Management, 15e (Dessler) Chapter 9 Performance Management and Appraisal 1) Which of the following terms refers to the process of evaluating an employee's current and/or past performance relative to his or her performance standards? A) employee selection B) performance appraisal C) employee orientation D) organizational development Answer: B Explanation: B) Performance appraisal means evaluating an employee's current and/or past performance relative to his or her performance standards. Performance appraisal always involves setting work standards, assessing the employee's actual performance relative to those standards, and providing feedback to the employee. 2) The primary purpose of providing employees with feedback during a performance appraisal is to motivate employees to ________. A) apply for managerial positions B) remove any performance deficiencies C) revise their performance standards D) enroll in work-related training programs Answer: B Explanation: B) The purpose of providing feedback to the employee is to motivate him or her to eliminate performance deficiencies or to continue to perform above par. 3) Which of the following is NOT one of the recommended guidelines for setting effective employee goals? A) creating specific goals B) assigning measurable goals C) administering consequences for failure to meet goals D) encouraging employees to participate in setting goals Answer: C Explanation: C) Effective goals should be specific, measurable, attainable, relevant, and timely. Goals should be challenging but doable, and employee participation should be encouraged. Giving consequences for failing to meet goals is not recommended and unlikely to motivate employees. 4) SMART goals are best described as ________. A) specific, measurable, attainable, relevant, and timely B) straightforward, meaningful, accessible, real, and tested C) strategic, moderate, achievable, relevant, and timely D) supportive, meaningful, attainable, real, and timely Answer: A Explanation: A) The acronym SMART stands for specific, measurable, attainable, relevant, and timely. 5) All of the following are reasons for appraising an employee's performance EXCEPT________. A) correcting any work-related deficiencies B) creating an organizational strategy map C) determining appropriate salary and bonuses D) making decisions about promotions Answer: B Free information and resources for Multi-Rater Feedback Surveys. This site includes sample questionnaires, forms, items, and tools to help you with your next survey project. Multi-Rater feedback surveys incorporate multiple perspectives by using feedback from a variety of sources such as peers, subordinates, customers, self, and supervisor. These types of surveys may be called 360-Degree Feedback, 360-Feedback, 180-Feedback, Upward appraisal, and Peer reviews. The results of this type of feedback process provide an understanding of how the employee is perceived from different perspectives. This process helps an individual understand how others perceive their work performance. This kind of information can guide employee development and identify training needs. Feedback is essential to facilitating performance improvements. Feedback allows people to utilize their strengths to their advantage. Feedback informs employees which actions create problems for others and to know what changes may be needed. Chapter Highlights
Principle of Multi-Rater Feedback: Uses multiple raters to provide an understanding how how the employee is perceived from different perspectives. Multi-Rater Feedback: UsesSeveral uses for Multi-Rater Feedback include:
This process can also be a motivator of performance and reduce turnover since it shows the employee that their opinions and views are considered important. BenefitsMay improve service to customers if they are able to offer feedback to the employee. Multi-Rater Feedback offers a more complete picture of the employee's performance. This feedback can provide guidance on skills that an employee may need to develop. How it is conducted.
Giving Constructive FeedbackFor feedback to be effective, it needs to be helpful and given in a manner that allows an employee to understand if his or her performance is having the intended effect. Constructive feedback can positive or negative: Start with Positive Feedback: Acknowledge the employee's contributions and good work. Give specific examples of what they did well. Let them know the positive impact their contributions had on the department (organization) so they understand the results. Positive FeedbackPositive Feedback helps an employee understand that what he or she is doing is working well. The more specific the feedback, the more likely the employee will understand and be able to replicate the desired performance. Constructive FeedbackConstructive Feedback helps an employee understand that there are specific areas that need development. Specific (detailed) feedback provides the employee with information they can use to improve their performance. Good feedback will include the following:
Stick to the FactsDescribe what happened, not how you "feel" about it. Focus on the facts of the situation, describe it, and stay objective. Let them know how this impacted others, the department, or organization. Be DirectGet to the point. Don't elaborate on unnecessary items. Positive and constructive feedback should be given in a straight forward manner. Avoid GeneralizationsAvoid phrases such as:
Do not use the word "you": anywhere near the beginning of your feedback. There is a tendency to become defensive if you feel you are being accused of something. Here's why you should avoid generalizations: You always do... What is it they do? Are they always late in completing the budget? Are they always forgetting to sign certain paperwork? Then just say it. "You are late in completing the budgets." "You have not signed this paperwork." The word always is a generalization and is not necessary to include in feedback. You never do... What is it they never do? Do they never sign out before leaving early? Do they
never speak with the supervisor before contacting a particular client? The word "never" is an unnecessary adverb. You can more simply state: "You have left early without signing out." and You need to... is a phrase that implies that something was not done correctly. When you say: "You need to check in at the desk before proceeding to the secured area", you are implying that they did not check in at the desk. If that's the case, then simply say: "You did not check in at the desk before proceeding to the secured area. From now on, check in at the desk before proceeding to the secure area." You have to... is a redundant phrase. Any instruction given to an employee by their supervisor is something they have to do. If the employee has to attend mandatory meetings, you should not say: "You have to attend mandatory meetings." Instead, you should simply state: "Attend mandatory meetings." Avoid Comparisons of Co-WorkersDo not compare co-workers. Only compare the issue against your expectations, against standards set for earning rewards, against a person's stated goals, or against mutually set objectives. Balance Constructive Feedback with Positive FeedbackLet the employee know about their successes and achievements. This will help the employee to understand you value their contributions and will help to reinforce their positive behaviors. Focus on specific behaviors and not on personality or your feelings about them. Be specific about their contributions to the department/organization. Individual Development PlansThe data analysis and planning that precedes setting improvement goals is the most important link in the team evaluation process. The cognitive dissonance between the expected performance and the actual performance creates the targets for improvement. The evaluator in charge of helping the employee set the professional growth plans must combine and assess the types of feedback information and compare this information to the intended outcomes. Typically, an organization using 360-degree feedback will have desired outcomes embedded in its strategic planning goals and its site improvement plans. A common expectation for supervisors is that achievement of their subordinates will improve continuously over time. Using templates called management action plans for administrators or project action plans for instructional staff, the coaching evaluator and the evaluatee will set one to three goals. The action plan will ask the following questions: What is to be accomplished? (the goal)
Multiple Levels of Questionnaires: If you have a large enough group of participants, you may want to have multiple questionnaires (different competencies or even different levels of competencies). CompetenciesResponses are collected for items that fall under a specific dimension of job performance. A single questionnaire may contain dozens of questions that measure responses on one or more dimensions. Example dimensions are shown below. Problem Solving Items under this dimension measure how well a person can understand information and options, give appropriate considerations to information, make correct decisions, analyze and interpret information, and react to changing situations. Examples of items include:
Planning and Organizing Items under this dimension measure a person's ability to develop plans and objectives, develop long-term solutions, set business objectives adhere to schedules. Examples of items include:
Adaptability Items under this dimension measure a person's ability to adjust to changing circumstances as needed. To be flexible in responding to problems. Examples of items include:
Communication Items under this dimension measure the ability to present information formally and informally in both written and orally. Also measures the ability to communicate with customers, staff, peers and supervisors. Examples of items include:
Supervisory Skills Measures the individual's skill level in planning, organizing and overseeing the work of subordinates. Also measures a person's ability to manage work flow efficiently. Items may include:
Administrative Skills Measures an individual's ability to implement and monitor actions to ensure compliance with policies and regulations. Also helps identify the ability to distribute information, allocate staff and maintain records or documents. Examples of items include:
Analytical Skills Measures an individual's ability to work effectively with facts and figures. Is able to transform, compile, and project data and technical resources. Examples of items include:
Creativity Skills Measures an individual's ability to create new concepts or products. Examples of items include:
Business Control Measure the skill in, and concern for, controlling expenses, reducing costs, setting performance standards and reviewing budgets. Examples of items include:
Manager Potential Index A measure of the composite score of the scales reflecting an individual's overall ability to successfully perform management tasks. Requirements?A 360 Degree Feedback process requires a coordinated effort to collect hundreds, or even thousands, of pieces of data. In addition, the validity of the results is enhanced by ensuring confidentiality of the participants. The survey administration may require time (to complete the questionnaires) and computer resources to analyze the data. Benefits of using InternetFortunately, there are many software companies that offer tools to assist you in conducting this type of feedback process. Some links to these companies can be found at the HR-Software network.
DemosRequest a customized free online demo from HR-Survey.com Item SelectorIf you are interested in developing a 360 Feedback Questionnaire, this would be a good place to get started. Click the link below to access our Item Selector program. This will display a form containing a list of items. Just select the items you want included on your questionnaire and follow the instructions on the form. Item Selector Item BankAccess an item bank containing over 1,600 items. Item Bank Which of the following comprises the steps of observing and assessing employee performance recording and assessment and providing feedback to the employee?The process of observing and evaluating an employee's performance, recording the assessment, and providing feedback to the employee is referred to as: performance appraisal.
Which recruiting approach gives applicants all pertinent and realistic information about the organization and the job?A Realistic Job Preview (RJP) is a recruiting approach used by an organization to communicate the important aspects of the job prior to the offer of a position. Applicants weigh such information against their own preferences.
Which of the following is defined as activities or practices that define the characteristics?Recruiting. Defined as "activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied"; talent acquisition.
Which of the following is the first step in attracting an effective workforce?The first three steps involved in attracting an effective work force are HR planning, choosing recruiting sources, and selecting the candidate. Human resource specialists, with the matching model, exploit the newly hired employees.
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