Textbook Notes (369,072)
Canada (162,367)
Psychology (4,929)
Chapter 7

Performance Appraisal (Chapter 7)

3 Pages
117 Views

Department
Psychology
Course Code
Psychology 2061A/B
Professor
Athena Xenikou

This preview shows page 1. Sign up to view the full 3 pages of the document.
Description
st November 21 2013 PerformanceAppraisal Part II Train Raters – why do we need to train the people who rate employee performance? – Research has demonstrated that training the raters increases accuracy and decreases rating errors. – one method of training is called “frame of reference” – gives the raters extensive knowledge of many types of decisions and practices – uses job analysis to train & give feedback to the people who are rating employees – gives trainees examples of how experts would be doing the rating Observe and record performance – raters should be observing behaviour, and evaluating and rating behaviour throughout the performance (rather than all at once) – this way, the person who provides the ratings has to focus on employee's behaviours – not interested in traits... focusing on job related behaviours instead – by recording all of this information about an employee's performance, the organization has concrete information to support their decisions What we tend to remember: – first impressions & last impressions – extreme and unusual behaviours are remembered much more than common behaviours – tend to look for behaviour that is consistent with our opinion of the person We tend to forget: – source of information – details Critical Incidents: – examples of particularly poor or excellent performance – critical incidents are good for justifying what we use as evaluations Evaluating Performance – read critical incident logs (6 month period) – review objective data – (quantity or quality of work) Common Rating Errors – Halo error – rater either allows a single attribute or impression of an individual to affect ratings that he makes on each relevant job dimension – clouded judgement – only have information on some traits without knowing all about other traits.. ie an employee is good in creativity so it's assumed that they're good in other traits as well – Distribution errors – leniency errors: when someone's a lenient rater, they often rate at the upper end of the scale – strictness
More Less
Unlock Document

Only page 1 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit