Performance Management and Appraisal Techniques Quiz

Performance Management and Appraisal Techniques

• Effectiveness is defined as the ability to complete activities and achieve goals, while efficiency is the ability to produce something with a minimum amount of effort.
• Graphic or linear rating scales are used to assess employee performance across various work dimensions such as attendance, behavior towards subordinates, and sincerity.
• The forced method choice technique requires raters to select from a series of pre-made statements to evaluate an employee, with favorable qualities earning positive credit and unfavorable ones earning the reverse.
• The forced method distribution technique involves ranking employees based on performance, with the critical incident technique focusing on observing and recording particularly effective or ineffective behaviors.
• The communication of appraisals can follow a one-way (Tell and Sell approach), two-way (Tell and Listen approach), or mutual problem-solving approach, with the latter being the most effective for both evaluative and developmental purposes.
• An ideal performance appraisal form should align with the company's mission statement, include competencies and job-specific responsibilities, and enumerate the individual's most important achievements and accomplishments.
• Understanding cultural contingencies is crucial in performance management, as the cultural dimensions of the performance management systems are highly salient in the 21st-century work environment.
• The American performance appraisal process is regarded as highly individualistic and egalitarian, while the pay-for-performance system may be inappropriate in other cultures that focus on interpersonal relations and collectivism.
• For attaining sustained competitive advantage, organizations need to customize performance management to fit the culture and adapt systems to fit local cultural norms.
• In Japan, compensation is not based on individual performance due to the focus on the team, highlighting the cultural relativity of performance management systems.
• The nature of the employee/employer relationship varies widely across different cultures, and companies often impose an American style of performance management on employees in other countries, which may conflict with local cultural norms.
• Experts suggest adapting performance management systems to fit the culture of the workforce, as this approach is more effective than imposing a standardized system.