o Rater inflation above the median Maximize merit raisereward Encouragement to

O rater inflation above the median maximize merit

This preview shows page 10 - 13 out of 16 pages.

oRater inflation: above the medianMaximize merit raise/rewardEncouragement… to be nice (encourage employees)Avoid a written report
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Avoid confrontation with employeePromote undesired employee out of unitMake manager look good to supervisoroDeflation: below the median (really tough grader)Shock employeesTeach lessonSend a message to employee that he should consider leavingBuild a written record of poor performanceoSolutions: Have raters justify their ratings (and justify in a face to face meeting)Understand that the implementation of training programs can address intentional and unintentional rating distortion.oNo performance management system is foolproof, and performance ratings are inherently subjective; however, the implementation of such training programs, together with accountability and rewards associated with accurate ratings, provides raters with the needed motivation and skills to minimize rating errors.Chapter 7:Understand the crucial steps that must be taken before the performance management system is launchedoFormulating a communication plan3 types of biasesselective exposure: tendency to expose our minds on to the ideas with which we agreeSelective perception: tendency to perceive a piece of info as meaning what we would like to mean even though the information, as intended by the communicator, many mean the exact opposite.Selective retention: tendency to remember only those pieces of information with which we already agree.oEstablishing an appeal process: a way a disagreement can be resolvedGives employee the ability to question two types of issuesJudgmental: issues center on the validity of the performance evaluationAdministrative: involves whether the policies and procedures were followed2 levelsHRArbitrator/higher level managementoTraining ratersRating error training: Goal is to increase rating accuracy and minimize rater errors by making raters aware of the unintentional errors they are likely to make
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Simple-to-me error: no one is as good as me; people who I associate with I rate higherContrast errorLeniency error (intentional): everyone is doing grateSeverity (intentional): everyone is doing badCentral tendency error (intentional): drives the middleHalo error: deems someone good no matter whatPrimacy error :influenced by info from beginning of review periodRecency error: influenced by info from end of review periodNegative error: give more weight to bad then positiveFirst impression errorSpillover error: previous ratting affects this oneStereotype error:Attribution error: poor performance is bc of personality instead of features in the situationoFrame of reference training: Helps improve rater accuracy by thoroughly familiarizing raters with the various performance dimensions to be assessed.
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