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Chapter+8+Lecture+Outline - a Feedback should be given...

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CHAPTER 8 Performance Management 1) Three basic components of performance management a) defining performance b) measuring performance c) providing feedback on performance 2) Purposes of Performance Management a) strategic b) administrative c) developmental 3) Performance Measure Criteria a) strategic congruence b) validity i) criterion deficiency ii) criterion contamination c) reliability d) acceptability
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e) specificity 4) Performance Management approaches a) Comparative approaches i) ranking ii) forced distribution iii) paired comparison b) Attributes approaches i) graphic rating scale ii) mixed standard scales iii) pros and cons of attribute methods c) Behavioral approaches i) critical incidents method ii) BARS iii) behavior observation scales iv) pros and cons of behavioral approaches d) Results approaches i) Management by Objectives 2
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(1) three steps (2) advantages and disadvantages ii) pros and cons of results approaches 5) Choosing a source for performance information 6) Appraisal politics 7) Ways to improve performance feedback process
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Unformatted text preview: a) Feedback should be given every day b) Create the right context for the discussion c) Ask employee to rate his or her performance before the session. d) Encourage participation. e) Utilize praise – don’t just focus on the negative f) Approach issues through problem-solving. g) Focus feedback on behavior or results, not on the person. h) Minimize criticism i) Agree to specific goals and set a date to review progress. 8) Factors in performance problems (Figure 8.11) 9) Characteristics of legally acceptable performance appraisal systems a) Valid job analysis b) A system based on either behaviors or results c) Raters trained in how to use the system. d) Some form of review by upperlevel managers and a system for employee appeal. e) Some form of performance counseling or corrective guidance to help poor performers. f) Multiple raters. 10) Conducting the interview 4...
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