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Measuring Results and Behaviors - Coggle Diagram
Measuring Results and Behaviors
Measuring Behaviors
Comparative Systems
base the measurement on comparing employees with one other
Compared to one other
Simple Rank Order
Advantages
Results are clear
Simple and easy to do
Disadvantages
Judges performance based on one dimension only
May be difficult to rank similar performance
Alternation Rank order
Advantages
Simple and easy to do
Uses two anchors (best and worst)
Results are clear
Disvantages
Judges performance based on one dimension only
May be difficult to rank similar performance levels
Does not specift the threshold for acceptable performance
Paired Comparisons
advantages
Thorough
Final rankings are more accurate
disadvantages
Very time consuming
May encounter problem of compparing "apples and oranges"
Computed by the following equation: n(n-1)/2
Relative Percentile
Advantages
Simple and easy to use
Evaluates specific competencies or overall perforance
Disadvatages
May be difficults to consider all ratees at the same time
Time consuming if using several scales for diff competencies
Forced Distribution
Advantages
Categorizes employees into specific performance groups
Facilitates reward assessment
Competition may be good for organizational performance
Disadvantages
Assumes performance scores are normally distributed
May discourage contextual performance and teamwork
Advantages of Comparative systems
Easy to explain
Straightforward - easy to see which employees are where in the distributions
Identifies top as well as underperformers
Better control for biases and errors than found in absolute systems. Such biases and errors.
Disadvantages
No inf is provideded on the relative distance between employees
Rankings may not be specific enough for useful feedback and protection from legal challenges
there're specific issuses w the forced distribution method
Absolute Systems
a supervisor writes an essay describing each employee’s strengths and weaknesses and makes suggestions for improvement
supervisors have the potential to provide detailed feedback to employees regarding their performance
there are differences between surveys depending on essay writing ability among supervisors
not provide any quantitative information, making it difficult to use them in some personnel decisions
Two types of competencies
differentiating competencies
allow us to distinguish between average and superior performer
threshold competencie
everyone needs to display to do the job to a minimally adequate standard
An indicator
is a behavior that, if displayed, suggests that the competency is present
Another behavioral indicator of the competency communication
he responses provided by the professor address the questions asked by the students or whether the answers are only tangential to the questions asked
Five indicators
• Shows respect for employees’ work and home lives
• Gets to know employees personally
• Encourages subordinates to reach their established goals
• Asks about the well-being of employees’ lives outside of work
• Supports subordinates’ projects
Two types of systems
bsolute system
base the measurement on comparing employees with a prespecified performance standard.
Measuring results
Determining Objectives
purpose
to identify a limited number of highly important results that, when achieved, will have a dramatic impact on the overall success of
the organization
Characteristics of objectives
Specific and clear
Agreed upon
Significant
Prioritized
Achievable
Fully communicated
Flexible
Limited in number
Employees should receive feedback on their
progress toward attaining the objective
Employees reach objectives
guide their efforts
Rewards
Determining Performance standards
standards
provide
information abt what to look for to determine level of per. has been achieved
aspects
Quality
Quantity
Time
characteristics
Related to the position
Concrete, specific, and measurable
Practical to measure
Meaningful
Realistic and achievable
Reviewed regularly
Determining Accountabilities
collecting information abt the job
Job description
resulted from
Job analysis
a consider of unit and organization-level strategic priorities
provide information abt tasks performed
Tasks can be grouped into
clusters of tasks based on their degree of relatedness
Determine their relative
degree of importance
Is there a significant consequence of error? Could inadequate performance of the accountability contribute to the injury or death of the employee or others, serious property damage, or loss of time and money?
If the accountability were performed inadequately, would there be a significant impact on the work unit’s mission?
What percentage of the employee’s time is spent performing each accountability?