Reference no: EM132241249
Appraisal Approaches
There are five techniques for designing evaluations to measure performance. (1) The comparative approach takes the performance of one employee and assesses it side-by-side with the performance of other employees. (2) Evaluations based on the extent to which individuals have certain characteristics or traits desirable for company success fall under the attribute approach. (3) The behavioral approach focuses on the behaviors an employee must exhibit to be effective on the job. (4) Evaluations that concentrate on objective elements of a job or work group tend to be associated with the results approach. (5) The quality approach is defined by the extent to which the performance evaluation assesses customer orientation and prevention of errors.
The goal of this activity is to determine which approach to measuring performance is being used.
This activity is important because it distinguishes between the five main approaches for designing evaluations to measure performance.
Read description in multiple choice questions, and then select the approach that was used in each.
1. At Presidential Promise Co., managers review a list of traits and place a check mark on the continuum that indicates whether the employee rates high or low on that characteristic
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
2. At Lemon-Lime Pies Inc. each manager must annually provide a list of employees that they have rated from best to worst.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
3. Joe. a manager at Simple Calculus LLC. evaluates his employees' performance by keeping a weekly log of specific examples of effective and ineffective performance behaviors.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
4. Make-a-million Industries has employees set realistic and measurable goals with their manager at the beginning of each year. They are then rewarded based on how well they have achieved those goals.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
5. Every year, top managers at Healthy Chocolate Org. set strategic goals for the coming year. These goals cascade down and are discussed between employees and management. They are then used as standards to evaluate employee performance.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
6. Employees at Dry Creek Co. are evaluated on core competencies, such as skills, knowledge, abilities, and personal character in order to evaluate their job performance.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
7. Henry's Hamburgers provides its employees with subjective input from managers, peers, and customers, and objective input based on the work process itself during performance evaluation, believing both are of major importance in the performance evaluation.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
8. Hawkins Wallboard Supply measures the success of its salespeople on quotas based (in part) on components the employees have no control over such as competitors' product price changes and economic conditions.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
9. In order to add more depth and greater understanding to their performance evaluation measures, executives at Freezer Bum Org. developed descriptions of a number of performance traits and had managers rate whether employees were above, at, or below the description provided for high, medium, and low descriptions of the trait.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
10. Night Light Inc. routinely gathers information on critical incidents that represent effective and ineffective performance on the job. and classifies them into performance dimensions by which employees are evaluated.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
11. Amber is a manager at 'Alone Together; an online dating service. She analyzes the qualities of each member of her six-person team against the qualities of the others to determine the best performers in the group.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
12. Identifying objectives, defining indicators of those objectives, establishing contingencies, and providing feedback are the main components of the performance management system at Random Organization Corp.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
13. Century Communications Cable measures employee performance by identifying all actions associated with installing cable and providing service to customers and making sure employees understand this process.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
14. Managers at Minor Miracles Inc. fill out a quarterly scale in which they rate each of their employees on a number of traits.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach
15. The Clean Dirt Corporation uses a performance evaluation system in which managers must place 30% of employees in the "Top Soil" category, 50% of employees in the “Middle Mix; and 20% of employees in the "Bottom Mud' category.
Comparative approach Attribute approach Behavioral approach Results approach Quality approach