BUSI 2312U Chapter Notes - Chapter 8: Central Tendency, Balanced Scorecard, Organizational Learning
Document Summary
The use of performance data to effect organizational culture, systems, and processes, set goals, allocate resources, affect policies and programs, and share results. An integrated organizational performance measuring approach that looks at organizational learning and innovation, financial management, internal operations, and customer management. Considerations for designing an effective performance management process. Is of the utmost importance; invalid criteria does lead to biased assessments. Reliability: although highly desirable, is difficult to achieve in an organizational setting because of different raters, different instruments, and changing work environments. Acceptable goals: similar to performance standards, performance goals are often set unilaterally by managers, sometimes too high for an employee. Frequency of feedback: performance feedback would be given by the supervisor immediately after effective or ineffective job behavior was observed. Input into interview process: relying on the judgement of one person increases the risk of biases (rating errors) A collection of different methods that compare one person"s performance with that of co - workers.
