Performance Management Strategies Quiz

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Questions and Answers

What characterizes a 'Star' in the employee portfolio?

  • Wants and doesn’t know how to
  • Doesn’t want and knows how to
  • Doesn’t want and doesn’t know how to
  • Wants and knows how to (correct)

In Quadrant 2 of the performance management approach, the goal is to dismiss employees.

False (B)

What is one of the main goals during the execution phase of an appraisal interview?

Evaluate current or past performance

An appraisal interview should always have a fixed _______ and timetable.

<p>content</p> Signup and view all the answers

Match the quadrants with their strategies in performance management:

<p>Quadrant 1 = Develop, educate and encourage Quadrant 2 = Support and provide challenges Quadrant 3 = Try to persuade, and if that doesn't work, dismiss Quadrant 4 = Dismiss</p> Signup and view all the answers

What is the primary action suggested for a Rough Diamond?

<p>Develop through feedback and assignments (C)</p> Signup and view all the answers

In the Jack Welch Matrix, a worker who delivers results but does not live by the organization's values will always be dismissed.

<p>False (B)</p> Signup and view all the answers

What performance level is associated with the Talent Risk category?

<p>Low potential, low performance</p> Signup and view all the answers

A _____ Star has high potential and high performance.

<p>Consistent</p> Signup and view all the answers

Match the following categories with their definitions:

<p>Talent Risk = Low potential, low performance High Professional = Low potential, high performance Current Star = Medium potential, high performance Key Player = Medium potential, medium performance</p> Signup and view all the answers

What is one main function of a performance appraisal?

<p>Recognition (C)</p> Signup and view all the answers

Informal performance appraisals are usually documented and occur at specific time intervals.

<p>False (B)</p> Signup and view all the answers

What is the focus of formal performance appraisals?

<p>The past performance of the employee.</p> Signup and view all the answers

Performance management emphasizes equal participation of both parties to clarify __________ expectations.

<p>mutual</p> Signup and view all the answers

Match the following appraisal methods with their description:

<p>180o evaluation = Involves feedback from the supervisor and subordinates 360o evaluation = Includes feedback from all levels including peers and self-evaluation Appraisal questionnaire = A structured format for gathering performance feedback Assessment centre = A method using multiple exercises to evaluate performance</p> Signup and view all the answers

Which of the following is NOT a characteristic of formal performance appraisal?

<p>It is provided informally during casual meetings. (A)</p> Signup and view all the answers

What are key activities included in performance and development agreements?

<p>Define expectations, measure performance, set objectives.</p> Signup and view all the answers

Formal appraisals primarily focus on future performance rather than past performance.

<p>False (B)</p> Signup and view all the answers

Flashcards

Performance Appraisal

A formal process where a supervisor evaluates an employee's past performance based on set criteria.

Performance Management

A structured approach to setting goals, monitoring progress, and providing ongoing feedback to improve employee performance.

Performance and Development Agreement (PDA)

A key component of performance management, where managers and employees agree on goals, performance expectations, and development plans.

Meeting the Norms/Standards

A method of performance appraisal that uses a set of predetermined standards or benchmarks to evaluate an employee's performance.

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Multilateral Feedback

A method of performance appraisal that involves gathering feedback from multiple sources, including supervisors, peers, subordinates, and even the employee themselves.

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180o Evaluation

A feedback method where the employee receives feedback from their supervisor and their subordinates.

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360o Evaluation

A comprehensive feedback approach which gathers input from the employee's supervisor, peers, subordinates, and even the employee themselves.

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Ranking of Employees by Performance

A method of performance appraisal that involves creating a hierarchy of employees based on their performance, ranking them from highest to lowest.

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Star Employee

An employee who is both willing and able to perform their job effectively. They are seen as high performers and potential leaders.

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Aspiring Employee

An employee who is willing to learn and improve their skills, but currently lacks the necessary knowledge or abilities. Training and development are crucial for their growth.

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Quadrant Performance Management

A performance management approach that focuses on developing and supporting employees based on their willingness and ability. It divides employees into four quadrants for targeted interventions.

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Appraisal Interview

A formal, structured meeting where an employee's performance is reviewed, discussed, and future goals are set. It involves both a self-evaluation and a supervisor's assessment.

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Appraisal Interview Conclusion

The final step in an appraisal interview where key agreements, action plans, and next steps are summarized and confirmed. It ensures clarity and commitment from both the employee and supervisor.

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Jack Welch Matrix

A talent development model that categorizes employees based on their potential and performance. This helps managers identify development needs and tailor strategies for different talent segments.

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Rough Diamond

Employees with high potential and low performance. They need development through feedback and assignments to reach their full potential.

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Current Star

Employees with medium potential and high performance. They need to be stretched through challenging projects and coaching to reach their full potential and become stars.

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Talent Risk

Employees with low potential and low performance. They are a talent risk and usually require corrective action.

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Consistent Star

Employees with high potential and high performance. They need to be challenged and stretched through mentoring and delegation of responsibilities.

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Study Notes

Performance Appraisal Functions

  • Recognition is a key function.
  • Motivation is another important function.
  • Education and development are crucial parts of the appraisal.
  • Influencing the organizational social climate is also a part.

Performance Appraisal Forms

Informal

  • Done as part of daily management.
  • Focuses on immediate job performance.
  • Employee's actions are fresh in memory when evaluating.
  • Not documented.

Formal

  • Structured, periodic, standardised, and documented.
  • Used for further personnel activities.
  • Usually conducted annually or semi-annually.
  • Appraisal is repeated at intervals.
  • Workers are informed about the appraisal system and process beforehand.
  • Written appraisal with conclusions.
  • Appraisal is discussed with the employee.
  • Employee acknowledges the appraisal.

Performance Evaluation

  • Formal assessment of workers led by superiors.

Performance Management

  • Involves equal participation from all parties.
  • Mutual expectations are clarified.
  • Focuses on the future (with a ratio of 70% to 30% weighting assigned).

Key Activities

  • Performance and Development Agreements.
  • Defining expectations, performance measurement techniques, and needed competencies for achieving desired results.
  • Establishing performance and development objectives (3-5 in number).
  • Managing work performance throughout the appraisal period.
  • Conducting a formal performance appraisal of the period.

What to Evaluate?

  • Results of performance.
  • Compatibility of worker competencies with job demands.
  • Worker behavior and social skills in the work context.

Methods of Work Performance Appraisal

  • Based on set objectives.
  • Measured against norms and standards.

Appraisal Methods

Free Description

  • A scoring system using scales.
  • Appraisal checklists.
  • Questionnaires.
  • Detailed descriptions of critical incidents.
  • Ranking employee performance.
  • Assessment centers.

Multilateral Feedback

  • 180°: Supervisor + Subordinates.
  • 360°: Includes supervisors, subordinates, co-workers, and self-evaluation.
  • 540°: Incorporates external feedback from clients or customers, in addition to 360°.

Portfolio of Employees

  • Categorizing employee strengths.
  • Assessing aspiring, meritorious, and critic employee types.

Performance Management Approach

  • Categorizing approaches into four quadrants for management.
    • Quadrant 1: Develop, educate & encourage.
    • Quadrant 2: Support & provide challenges.
    • Quadrant 3: Persuade (and if that fails, dismiss).
    • Quadrant 4: Dismiss.

Appraisal Interview

  • A structured meeting with a fixed agenda.
  • Employee self-evaluations are collected.
  • Current or past employee performance is evaluated.
  • Problems and potential opportunities related to the job are identified.
  • Factors outside the employee's control impacting job performance are acknowledged.
  • Focus is placed on aspects of the job.
  • Communication between supervisor and subordinate is improved.
  • Plans for improvement are formulated.
  • Employee opinions are heard and considered.
  • Remuneration basis and promotion possibilities are discussed.
  • Training and development needs are determined.
  • Main agreed points of the discussion are reiterated, creating a closure plan for the supervisor and employee to agree to.

Moving Performance Further (Supervisor)

  • Employees are categorized according to potential and performance.
  • Categories such as 'Rough Diamond' and 'Current Star' are used to categorize employees for performance improvement.
  • Coaching/feedback are approaches associated with these categories depending on the employee's potential.

The Jack Welch Matrix

  • A matrix used to assess employee performance in relation to company values.
  • Categories of employees include those who deliver results aligned with company values and those who don't.
  • Employees who don't deliver results but adhere to values receive a second chance for correction before reassignment or dismissal.
  • Employees who don't deliver results and don't adhere to company values are immediately dismissed.

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Performance Appraisal Lecture 7 PDF

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