Chat with AIExam 6: Managing Performance
Identify who should provide performance information for a performance review,and the benefit of including information from each source.
(79) 
VerifiedInformation about a person's performance may come from supervisors,the employee being reviewed,peers,team,members,subordinates,and customers.
Manager and/or supervisor review
has been the traditional approach to assessing an employee's performance.In most instances,supervisors are in the best position to perform this function
Self-Review
Sometimes employees are asked to assess themselves on some or all aspects of their performance.Self-review is beneficial when managers seek to increase an employee's involvement in the review process
Subordinate Review
Some organizations use subordinate review to give managers feedback on how their subordinates view them.Subordinates are in a good position to provide feedback on their managers since they are in frequent contact with their superiors and occupy a unique position from which to observe many performance-related behaviours.
Peer Review
Individuals of equal rank who work together are increasingly asked to assess each other.A peer review provides information that differs to some degree from information by a superior since peers often see different dimensions of performance.Peers can readily identify leadership and interpersonal skills along with other strengths and weaknesses of their coworkers.
Team Review
In a team setting,it may be nearly impossible to separate out an individual's contribution.Advocates of team review argue that,in such cases,individual reviews can be dysfunctional since they detract from the critical issues of the team.To address this issue,organizations will occasionally use team reviews to assess the performance of a team as a whole.
Customer Review
By including customer information in their performance reviews,managers can have better knowledge of how effective the employee is at satisfying the customers.Internal customer information (anyone inside the organization who depends on an employee's work output)can also be used for both developmental and administrative purposes,Internal customers can provide extremely useful feedback about the value added by an employee or team of employees.
Who is NOT an appropriate source of information about a person's job performance in a 360-degree review system?
(76) VerifiedD
Because the appraisal interview is for developmental purposes,the rater should control the interview and spend the majority of the time talking.
(82) VerifiedFalse
Research shows that employees understate their performance in assessing their own performance.
(83) Which performance appraisal approach is designed to measure how frequently employees exhibit certain behaviours?
(91) One of the primary strengths of results appraisals is that they encourage employees to focus on long-term performance indicators.
(80) Briefly describe the criticisms of management by objectives (MBO)and discuss the requirements for a successful MBO program.
(83) What barriers to effective performance reviews can be removed via the training of reviewers?
(73) One of the main concerns of employees is the fairness of the performance management system because it is central to many HRM decisions.
(76) A criticism of the use of productivity measures is that it may encourage short term results while ignoring long term ramifications.
(82) When setting goals for a performance plan,what must be clearly linked?
(88) Graphic rating scale is an example of trait method of performance appraisal.
(71) Scenario 6.1
You have recently been hired by the CEO of AB Corp.as the first HR professional.It is a small but rapidly growing organization.The company specializes in manufacturing small,inexpensive souvenirs.Most staff work at machines that produce plastic or metal parts,or are on small teams in assembly and packaging,which is a fast-paced,manual labour environment.Many employees are dissatisfied with their jobs and generally confused about exactly what is expected of them.There are existing employee performance issues,some of which have been ongoing for years.There is a moderate amount of conflict between employees and supervisors.
Your arrival coincides with the annual performance appraisal time in the company.As you review the appraisal instrument,you quickly realize that it is of little value because it consists mainly of subjective measures that are not well connected to the goals of the organization.This situation concerns you,so you decide to act.One of the first things you do is speak with staff representatives and key supervisors in the organization,soliciting their opinions about the current performance appraisal system and appraisal instrument.Not surprisingly,you find that nearly everyone is dissatisfied with the current approach,and nobody really likes or understands how to properly use the appraisal tool.
One of the first priorities given to you by the CEO is the training of supervisors in assessing performance because this has not yet happened.The CEO knows there are issues,but doesn't fully understand the scope of the issues.You decide to address the matter as a system issue,knowing that improving only one part of the system will not solve all the problems.
-Please refer to Scenario 6.1.What should the primary purpose of performance reviews at AB Corp.be?
(89) Discuss the main objectives of an employee performance appraisal program.
(88) A small company that has a strategic objective of introducing 20 new products in the next 2 years should develop innovation and creativity performance standards.
(86) Advocates of team review argue that in a team setting,individual appraisals can be dysfunctional since they detract from the critical issues of the team.
(69) 360-degree feedback or review provides employees with as accurate a view of their performance as possible from supervisors,peers,subordinates,and customers.
(85) 
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