Chapter 5 purpose of performance appraisal o systematic review and evaluation of job performance o Personnel decisions such as who gets promoted fired demoted or laid off who gets large raise small raise or no raise etc o Developmental such as employees being informed of performance strengths and weaknesses so they can be proud of what they are doing o Documentation of organizational decisions performance management o a system of individual performance improvement that typically includes 1 objective goal setting 2 continuous coaching and feed back 3 performance appraisal and 4 development planning results behavior trait based performance data o What objective to subjective o Results accomplishments o Behavior task based o Trait attitudes initiative creativity employee comparative scales rank order paired comparison forced distribution o evaluation of rates with respect to how they measure up to or compare with other employees o Rank ordering several employees ranked from best to worst o Paired comparison comparison of each employee with every other employee o Forced distribution force a designated proportion of rates into each of five to seven categories Similar procedure is grading on the normal curve pros cons of rating sources self supervisor peer subordinate customer o Self Graphic rating scale always perceive better than others positive leniency should not be used for administrative purposes o Supervisor Ideally have extensive knowledge of job may not have opportunity to observe face validity affected if observed frequently o Peer Validity biased Nomination nominate coworkers for membership in highest group Rating assess on dimension of job behavior using many different scales Ranking best to worst anonymity required o Subordinate valuable source of information for managerial performance o Customer best source for some jobs where supervisor has limited opportunity can be biased graphic rating scales o among the oldest formats used in the evaluation of performance o Consists of a number of traits or behaviors and the rater is asked to judge how much of each particular trait possesses o includes a series of items that have previously been weighted as to behavioral weighted checklists importance or effectiveness forced choice checklists o items are matched on social desirability difficult to tell which items lead to highest performance score o validity coefficients that were 50 larger than traditional methods BARS o Similar to graphic rating scales except that they provide actual behavioral description as anchors along the scale o Best known for painstaking process involved in their development o Group of participants identifies and carefully defines several dimensions as important for the job BOS o Focuses on the frequency of critical incidents o Uses employee involvement in development o Can be used in training o Instead of using anchors asks about frequency of behaviors o More closely related to job analysis 360 degree feedback o method of performance appraisal in which multiple raters at various levels of the organization evaluate a target employee and the employee is provided with feedback from these sources o Involvement increases satisfaction w process o Provides multiple viewpoints o Difficult to combine data o Potentially fuels office politic rating errors leniency severity central tendency halo horns primacy recency similar to me o Leniency rate higher o Severity rate lower o Central Tendency use only midpoint o Halo Horns tendency to use global evaluation o Primacy most initial observations o Recency recent interactions o Similar to me more favorable to like them frame of reference training o type of training designed to enhance raters observational and categorization skills so that all raters share a common frame of reference and improve rater accuracy rater error training o type of training originally developed to reduce rater errors by focusing on describing errors like halo to raters and showing them how to avoid making such errors characteristics of effective performance feedback o Specific informative not focus on general outcome Chapter 8 training definition o formal procedures that a company utilizes to facilitate learning so the resulting behavior contributes to the attainment of company s goals and objectives needs analysis organizational task person demographics o training needs exist o Organizational determine short and long term goals and compare those to the accomplishments therefore can identify what is not being reached o Task examine task requirements for successful conduct o Person focus on employees who need training How well employees are carrying out responsibilities and duties o Demographics take into account demographic make up Determine specific training needs of groups o intending to teach people something specify what that is o criteria for training programs criteria for the criteria used in evaluation training objectives training criteria of training distributed vs massed practice o Distributed practice divided into segments learning skills and long term retention low complexity like psychomotor o Massed one time without breaks overlearning automaticity behavior high level of learning transfer of training positive negative o process of giving trainees continued practice even after appear to master o extent to which material skills or procedures learned in training are taken back to the job and used in regular fashion o Positive organizations goal o Negative performance declines as result of training readiness o possessing the background characteristics and necessary level of interest that make learning possible learning active learning o Learning relatively permanent change in behavior that occurs as a result of experience or practice o Active Learning facilitated if learner is active during learning period transfer climate o consists of peer and supervisory support for transfer ways to improve training motivation o Lecturing economical many trained at one time o On the Job learn by watching largely dependent on trainer o Self Directed work at own pace and remedy identified weaknesses Info to learner while using learning principles to reward and motivate o Work Simulators designed to be as realistic as possible so trainees can transfer the skills they gain o Audiovisual multimedia presentations greater interest and satisfaction o Distance delivery of educational or training materials many locations at once assumption of more