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Forced distribution: In which a predetermined percentage of employees are placed into a number of performance categoriesoEasier than the other two proceduresoBut has a drawback; have to assume that the employee performance is normally distributed oSo they fire the bottom performing 10% oNot always fair; For example, even though every employee at a productionplant might be doing an excellent job, someone has to be at the bottom. Thus it might appear that one worker is doing a poor job (because she is last), when in fact she, and every other employee, is doing well. Objective measures:-Using objective or hard criteriaQuantity:-A type of objective criterion used to measure job performance by countingthe number of relevant job behaviors that occur-Ex. For a salesperson’s performance by the number of units she sells-May be misleading: many factors determine the quantity of work than the employees ability and performance; furthermore for many people’s jobs it might not be practical or possible to measure quantity – for example computerprogrammers, doctors, and firefightersQuality of Work:-Measure job performance by comparing a job behaviour with a standard-Quality is measured by errors; defined by standard deviation-There has to be a standard to compare an employee’s work-Attendance:oAbsenteeism, tardiness and tenure-Safety: employees who follow safety rules and who have no occupational accidents do not cost an organization as much money as those who break rules, equipment andpossibly their own bodies (wtf?)Ratings of performance:-Supervisors rate how well the employee performed on each dimension
oGraphic rating scale: rating employee performance on an interval or ratio scale; ease of construction and use; but they can experience errors as halo and lenienceoBehavioral checklists: taking task statements from a detailed job description and converting them into behavioral performance statements representing the level at which behavior is expected to be performed – increases the amount of specific feedback – ex. “properly greets each customer”, “knows customer’s names”, “thanks customers after each transaction”Types of Rating Scales:-Normative based (comparison to other employees)oSupervisors can rate performance on a dimension by comparing the employee’s level of performance with that of other employeesoBelow average, average and above average are usedoThis will reduce the problems of overly lenient or overly strict ratingsoEx. Comparison to other employeesMuch better than other tellersBetter than other tellersThe same as other tellersWorse than other tellersMuch worse than other tellers-Frequency basedoBehaviors can be rated based on the frequency with which they occuroEx. Always, almost always, often, or never; difficult to distinguish between almost always and oftenoEx. Frequency; Refers to customer by nameAlwaysAlmost alwaysOftenSeldomNever-