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Hopefully you can help me with this assignment. I have most of it done through the help of anothe


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Hopefully you can help me with this assignment. I have most of it done through the help of another tutor but they haven't been responding back and this assignment is now past due so I need to get it done asap. I know its really just the one section but if you see anything else that needs to be changed or corrected please let me know as well. Attached is the assignment and what I have done so far. The section I need help with in the paper is the Section 5 Criterion Deficiency and Contamination Issues.

The other tutor sent me this: "Central Tendency Error is the raters' inclination to abstain from making "outrageous" judgments of worker execution bringing about rating all representatives in the center part of a scale. This can happen either when a director is not happy with struggle and keeps away from cheap stamps to abstain from managing behavioral issues or when a supervisor purposefully compels all workers to the center of the scale."

I have no idea what that means. I asked for clarification and haven't gotten a response back. I don't know if that makes an sense to you or not.


Running head: PERFORMANCE MANAGEMENT METHODS Critical Thinking Assignment #2

 

Performance Management Methods

 

Katherine A. Poelman

 

HRM400 ? Human Resources Development and Management

 

CSU Global

 

November 10, 2016 1 Performance Management Methods 2 Section 1- Trait-Based Performance Appraisals Methods

 

A trait appraisal instrument makes judgments about ?characteristics that tend to be

 

consistent and enduring? (Gomez-Mejia, Balkin, & Cardy, 2012). Typically, this method is done

 

through rating scales. A rating scale allows the supervisor to decide the key regions the

 

examination will assess, for example, particular employment aptitudes, collaboration, relational

 

abilities, unwavering quality and adaptability. The company can customize the rating scale to

 

mirror the skills that are important to the organization as well as what is needed for the job. For

 

instance, the examination for a human asset specialist may add more weight to the rating for

 

relational abilities while a gathering laborer's audit may concentrate more on specialized skills

 

(Fletcher, C., & Perry, 2002).

 

Section 2- Behavioral-Based Performance Appraisal Methods

 

Behavioral appraisal methods ?ask managers to assess a worker?s behaviors? (GomezMejia, Balkin, & Cardy, 2012). A well know behavioral appraisal method that is used is the

 

Behaviorally Anchored Ratings Scale (BARS) bases evaluations on specific behaviors for each

 

individual. Instructors can use the BARS to determine how involved students are in team

 

projects to help keep students motivated to be involved and not ride along on someone else?s

 

work. By using BARS it allows one to ?measure how an individual?s behaviors in various

 

performance categories contributes to achieving the goals of the team or organization.? (Ohland

 

et al., 2012)

 

Section 3- Other Performance Appraisal

 

Outcome appraisal instruments looks as the results that workers put out. Most commonly

 

used outcome appraisal is management by objectives (MBO) and focuses on the naturally Performance Management Methods 3 occurring outcomes measures (Gomez-Mejia, Balkin, & Cardy, 2012). MBO can be a great too

 

for managers to utilize as it can improve employee motivation and commitment. It can also help

 

managers better communicate with employees. If a manager uses MBO, they do so by setting

 

goals in which the employee can work towards for the next evaluation period. ("Management by

 

objectives (Drucker)", 2016). For example, in a call center, if a manager wanted to increase the

 

sales for a particular they could set goals for how many times an employee makes an offer for the

 

product.

 

Section 4- Reliability of Appraisals

 

Rating scales make it easy to use and understand and simplifies communicating strengths

 

and weaknesses. It also focuses more on the individual rather than the performance of the

 

individual. Rating scales can be reliable but managers can run into the issue of the individual

 

being less likely to accept feedback based as most employees would prefer feedback based on

 

observations and performance. (Gomez-Mejia, Balkin, & Cardy, 2012). Basing appraisals off of

 

personality traits alone doesn?t give an accurate reading of someone. BARS is also easy to use

 

but it?s also applied individually as it is based on the behavior of the individual. Its actionoriented and comes across as fair. As BARS is based of behaviors exhibited, it is best to keep

 

review of performance capabilities as general as possible so that it all relates to the job at hand

 

rather than a very job-specific task to ensure that it is reliable and continues to remain reliable

 

(Gomez-Mejia, Balkin, & Cardy, 2012). Management by objectives is reliable in that it keeps the

 

employees focused on what needs to be. It can result in employees neglecting other tasks though

 

if not well rounded. To make the management by objectives more reliable, managers can set not

 

just one goal for employees but multiple goals so that it keeps them focused and ensure they are

 

doing what needs to be done. Performance Management Methods 4 Section 5 Criterion Deficiency and Contamination Issues Section 6- Rater Errors

 

There are several types of rater errors that can occur in a performance appraisal due to

 

biases on the raters? side. The four main errors that can occur are: central tendency, leniency,

 

strictness, and force distribution. Central tendency error is the raters' tendency to rate most of all

 

employees as average. This can happen either when a manager refuses to rate an employee on a

 

scale as either excellent or poor and chooses to only rate them in the middle of the scale (GomezMejia, Balkin, & Cardy, 2012). This can lead to issues as an employee who isn?t doing well

 

could possibly be rated above what they really are or under rating someone who has done

 

exceptionally well. This makes the rating inaccurate when this happens. Leniency error can occur

 

when a manager rates employees on the higher end of the scale only (Gomez-Mejia, Balkin, &

 

Cardy, 2012). If a manager is only rating an employee on the high side of a scale it can lead to

 

complacency. It can also mean that if they employee really does need to improve more then they

 

will not realize it as the employee sees a high rating and feels that there is no need to further

 

improve.

 

Strictness error is where the manager is too strict in their evaluation of their employees

 

(Gomez-Mejia, Balkin, & Cardy, 2012) and is the opposite extreme of the leniency error. Being

 

overly strict with employees can lead to employees being less motivated and a downward trend

 

in their performance. If a manager is too strict with their employees, the employees with start to

 

feel that nothing is good enough for that manager. When an employee starts to feel this way, they

 

become frustrated and in some cases, will give up in trying to improve. Force distribution error is

 

where employees are forced into categories. For example, a manager would rank the employees Performance Management Methods 5 between three categories: top, average and poor. The ?top? employees are given higher raises or

 

other options with in the company. ?Average? employees are given smaller raises and less

 

desirable options and ?poor? employees do not get any raise or offered anything else. This can be

 

seen as unfair and create a lot of competition. Performance Management Methods 6

 

Section 7? References Fletcher, C., & Perry, E. L. (2002). Performance appraisal and feedback: A consideration of

 

national culture and a review of contemporary research and future trends.

 

Gomez-Mejia, L., Balkin, D., & Cardy, R. (2012). Managing human resources (7th ed.). Boston:

 

Pearson.

 

Management by objectives (Drucker). (2016). Communication Theory. Retrieved 11 November

 

2016, from http://communicationtheory.org/management-by-objectives-drucker/

 

Ohland, M. W., Loughry, M. L., Woehr, D. J., Bullard, L. G., Felder, R. M., Finelli, C. J., & ...

 

Schmucker, D. G. (2012). The Comprehensive Assessment of Team Member

 

Effectiveness: Development of a Behaviorally Anchored Rating Scale for Self- and Peer

 

Evaluation. Academy Of Management Learning & Education, 11(4), 609-630.

 

doi:10.5465/amle.2010.0177

 

What Is BARS (Behaviorally Anchored Rating Scales). (2016). Performance-appraisals.org.

 

Retrieved 10 November 2016, from http://performance-appraisals.org/faq/bars.htm

 


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