Exam 9: Performance Management in Healthcare Organizations

Employees' ratings of managers takes advantage of the fact that employees:

Comparative method performance appraisals require managers to compare the performance of one employee against another.

The labor situation in the healthcare industry,in the next two decades,is projected to be a(n)__________.

A Graphic-rating scale of appraising performance offers a list of words or statements that describe an employee's performance.

Managers who give their employees low ratings make the mistake of being overly lenient raters.

The formal appraisal process begins __________.

Informal appraisals are generally given __________.

The two general uses of performance appraisal,which are often in conflict,are __________.

Managers who tend to rate all of their employees within a narrow range are referred to as __________.

Employee performance is measured by job standards defined by performance management systems.

Persuasion skill is an example of __________ criteria.

Many healthcare organizations conduct formal appraisals __________.

When a self-rating evaluation is used there are usually no other forms of information gathering tools used.

If an appointment scheduler at a doctor's office is measured on his or her ability to schedule accurately and to program the computer he or she is using,the measures are probably __________.

Performance evaluation and competency assessment are one in the same.

The following information source is used in the narrative performance appraisal method and allows managers significant flexibility in describing an employees' work performance:

Performance management is a vital link between organizational strategy and its profits.

When a manager compares employees to each other rather than to job performance standards in the performance review process,this is known as what type of rater error __________.

HR professionals believe that linking pay to performance is the best way to influence performance.

Employees tend to be at disadvantage when managers use a critical-incident narrative since it focuses primarily on the negative than the positive aspects of their performance.