Term
| 3 principles about the manager as the coach |
|
Definition
- management is the intervention of getting things done through others
- managers need their people more than those people need the manager
- managers get rewarded for what their employees do, not for what the managers do
|
|
|
Term
|
Definition
| intense, long-term relationship between a senior, more experienced person (mentor) and a more junior, less experienced person (protege) |
|
|
Term
| Performance Management Cycle |
|
Definition
- set performance expectations
- assess performance
- feedback performance
|
|
|
Term
|
Definition
| process involves collecting information about what tasks and KSAs are required for the job |
|
|
Term
|
Definition
- Clarify the Job Context
- Establish a Process
- Decide on Methods and Assess
|
|
|
Term
| Principles to follow for the most effective selection process |
|
Definition
- define performance
- use different methods for different jobs
- use reliable and valid methods
- collect multiple pieces of data
- defy conventional wisdom
|
|
|
Term
|
Definition
| how well the method predicts future job performance |
|
|
Term
|
Definition
| degree to which the method avoids adverse impact |
|
|
Term
|
Definition
| degree to which method can be reasonably employed in different situations and its overall cost |
|
|
Term
|
Definition
| degree to which applicants believe the selection method fairly measures requirements for the job |
|
|
Term
|
Definition
| include hypothetical scenario questions that ask candidates to describe in detail how they would likely behave in such a situation |
|
|
Term
|
Definition
| include questions that ask candidates to recount actual instances from their past work or relevant experiences relative to the job at hand |
|
|
Term
| assessment center (method for evaluating managerial applicants) |
|
Definition
| is a collection of work samples that mimic "a day in the life of" a manager |
|
|
Term
|
Definition
| measure a person's ability to learn and acquire cognitive skills, including verbal, mathematical, spatial and reasoning |
|
|
Term
|
Definition
- make it public
- be supportive
- tie to vission/mission
- set goals, not actions
- track progress and give feedback
- ensure resources
- remove obstacles
|
|
|
Term
|
Definition
| includes methods based on results or impartial performance outcomes |
|
|
Term
|
Definition
| includes methods that involve human judgements of performance |
|
|
Term
| absolute subjective assessment |
|
Definition
| comparing employee performance to that of a 'model' described in the performance statement |
|
|
Term
| relative subjective assessment |
|
Definition
| comparing employee performance statement to another employee's performance to determine the level of performance |
|
|
Term
Graphic Rating Scale
(absolute subjective assessment technique) |
|
Definition
| how much of a particular behavior an employee displays on a graduated scale |
|
|
Term
|
Definition
| assessment technique where employees are listed from best to worst |
|
|
Term
| Dealing with Problem Employee |
|
Definition
- Diagnose the Problem
- Hold a Performance Improved Discussion
- Train Employees when Appropriate
- Making a Reassignment or Termination Decision
|
|
|
Term
| Steps to Holding a performance improvement discussion |
|
Definition
- agree on the problem
- mutually discuss problem solutions
- create an action plan
- provide ongoing feedback: reinforce improvement
|
|
|
