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Chapter7_OL-1 - Central tendency error Judgmental data...

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Chapter 7: Outline Performance appraisal v. performance development Performance management Performance v. effectiveness Four major uses of performance appraisal information Enhance quality of organizational decisions Enhance quality of individual decisions by employees Can affect employees’ views of and attachment to the organization Provide a rational, legally defensible basis for personnel decisions Using the results of performance appraisals Personnel training Wage and salary administration Placement Promotions Discharge Personnel Research Performance appraisal and the law Negligence Defamation Misrepresentation Theory of person perception
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Inputs Processes Outputs Schemas Sources of performance appraisal information Objective production data Personnel data Rating errors Halo error Valid halo Leniency error Positive v. negative leniency (severity error)
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Unformatted text preview: Central tendency error Judgmental data Graphic rating scales Employee-comparison methods Rank-order method Paired-comparison method Forced-distribution method Behavioral checklists and scales Critical incidents Behaviorally anchored rating scales (BARS) Rater training Rating error focus Frame-of-reference training Rater motivation Willingness v. capacity to rate “Appraisal politics” Contextual performance Organizational citizenship behavior Extra-role behavior Self-assessments Peer assessments Peer nomination Peer ratings Peer rankings 360-degree feedback Multi-source feedback Three dimensions People Change Structure Differences between developmental & administrative uses Feedback of appraisal information to employees Performance appraisal interview Credibility Power...
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