Under management by objectives (MBO), employees meet with their manager in order to
- evaluate one another's performance with regard to their respective positions.
- ascertain whether the setting of goals or objectives is proceeding properly.
- work out differences regarding their approaches to the job performance rating.
- develop a set of mutually agreed-upon objectives that are measurable and specific.
- create mutually agreeable subjective criteria for evaluating job performance.
Management by objectives (MBO) is a management philosophy that bases an employee's evaluations on whether the employee achieves specific performance goals. How does MBO work? Typically, employees meets with their manager to develop a set of mutually agreed-upon objectives that are measurable and specific.
Management By Objectives (MBO): A management philosophy that bases employee evaluations on whether specific performance goals have been met.
Social networking sites and their applications can be used to monitor employee performance.
Social networking sites and their applications provide performance information that is much more timely, relative to traditional practices that measure performance quarterly or even yearly.
Trust: The willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions.
Forced ranking systems can force managers to give bad evaluations to good performers.
Some believe forced ranking systems are inherently unfair in that they force managers to give bad evaluations to employees who may be good performers in order to reach predetermined percentages of excellent, acceptable, and poor performers.
Forced Ranking: A performance management system in which managers rank subordinates relative to one another.
Very few 360-degree feedback systems ask employees to provide ratings of their own performance.
Most 360-degree feedback systems also ask the employee to provide ratings of his or her own performance. The hope is that this 360-degree perspective will provide a more balanced and comprehensive examination of performance. By explicitly comparing self-provided ratings with the ratings obtained from others, employees can develop a better sense of how their performance may be deficient in the eyes of others and exactly where they need to focus their energies to improve.
360-Degree Feedback: A performance evaluation system that uses ratings provided by supervisors, coworkers, subordinates, customers, and the employees themselves.
The MBO approach involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors.
Management by objectives (MBO) is a management philosophy that bases an employee's evaluations on whether the employee achieves specific performance goals. Instead, 360-degree feedback is the method of performance appraisal that seeks performance information from the supervisor and any others, such as coworkers, subordinates, and clients, who may have knowledge of the employee's performance behaviors.
This morning, several people in the marketing department were called by someone at headquarters asking about their coworker Joanna's performance on the job. The man explained that he wanted to get each person's honest assessment of her strengths and weaknesses, and he assured them that they would remain anonymous. Most likely the company is applying the ________ approach to managing employee performance.
- forced ranking
- 360-degree feedback
- management by objectives
- behaviorally anchored rating scales
- job analysis
The 360-degree feedback approach involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors. These other sources of performance information typically include the employee's subordinates, peers, and customers. With the exception of the supervisor's ratings, the ratings are combined so that the raters can remain anonymous to the employee.
360-Degree Feedback: A performance evaluation system that uses ratings provided by supervisors, coworkers, subordinates, customers, and the employees themselves.
Forward Media, an advertising firm, started a monthly online journal dedicated to allowing company personnel to put forth their ideas about improving organizational performance. Open to all employees through the firm's website, the journal offers an opportunity to give constructive feedback without revealing one's identity. This is an example of
- the forced ranking method.
- a social networking system.
- a behaviorally anchored rating scale.
- management by objectives.
- 360-degree feedback.
The technology of social networking services such as Facebook and Twitter has recently been applied in organizational contexts for the purposes of developing and evaluating employee job performance. These types of systems provide performance information that is much more timely, relative to traditional practices that measure performance quarterly or even yearly.
Feedback: In job characteristics theory, it refers to the degree to which the job itself provides information about how well the job holder is doing. In goal setting theory, it refers to progress updates on work goals.
The management approach, ________, involves collecting performance information not only from the supervisor but also from anyone else who might have firsthand knowledge about the employee's performance behaviors.
- behaviorally anchored rating scales
- management by objectives
- 360-degree feedback
- forced ranking
- benchmarking
The 360-degree feedback approach involves collecting performance information not only from the supervisor but also from anyone else who might have firsthand knowledge about the employee's performance behaviors.
360-Degree Feedback: A performance evaluation system that uses ratings provided by supervisors, coworkers, subordinates, customers, and the employees themselves.
Due to financial difficulties, the management of Briteway Sav-N-Shop, a chain of retail stores, is planning to cut some of the office staff at its headquarters. Therefore, the chief operations officer instructs Daniel, the human resources director, to develop a system for evaluating workers in terms of their performance. The objective is to divide the workforce into three groups: the top producers, who should be retained at any cost; the lost causes, who will need to be cut; and the mid-level performers, whose jobs are relatively assured-at least for now. This method is known as
- behaviorally anchored rating scales.
- management by objectives.
- forced ranking.
- benchmarking.
- ranking curves.
The forced ranking method requires managers to rank all of their people into one of three categories: the top 20 percent (A players), the vital middle 70 percent (B players), or the bottom 10 percent (C players).
Forced Ranking: A performance management system in which managers rank subordinates relative to one another.
In ________, a performance evaluation system, managers rank employees relative to one another.
- forced ranking
- BARS
- the MBO process
- 360-degree feedback
- an employee evaluation
Under the forced ranking system developed by Jack Welch at General Electric, managers were required to rank all of their subordinates, and the rankings were used to place employees in one of three categories: the top 20 percent (A players), the vital middle 70 percent (B players), or the bottom 10 percent (C players).
Forced Ranking: A performance management system in which managers rank subordinates relative to one another.
Under the behaviorally anchored rating scales (BARS) system, critical incidents are short descriptions of ________ employee performance.
- the various tasks involved in the job, making it possible to subjectively evaluate
- effective and ineffective behaviors that make it possible to subjectively evaluate
- effective and ineffective behaviors used to create a measure for evaluating
- the various tasks involved in the job, which are used to create a measure for evaluating
- effective and ineffective behaviors that may or may not characterize
The BARS approach uses "critical incidents"-short descriptions of effective and ineffective behaviors-to create a measure that can be used to evaluate employee performance.
Behaviorally Anchored Rating Scales (BARS): Use of examples of critical incidents to evaluate an employee’s job performance behaviors directly.
The behaviorally anchored ratings scales (BARS) approach uses "________," which are short descriptions of effective and ineffective behaviors, to create a measure that can be used to evaluate employee performance.
- critical feedback
- workplace feedback
- critical incidents
- workplace incidents
- critical descriptives
The BARS approach uses "critical incidents"-short descriptions of effective and ineffective behaviors-to create a measure that can be used to evaluate employee performance.
Behaviorally Anchored Rating Scales (BARS): Use of examples of critical incidents to evaluate an employee’s job performance behaviors directly.
The management technique, known as ________, involves directly assessing job performance behaviors.
- behaviorally anchored rating scales
- management by objectives
- 360-degree feedback
- forced ranking
- job analysis
Behaviorally anchored rating scales (BARS) assess performance by directly assessing job performance behaviors.
Behaviorally Anchored Rating Scales (BARS): Use of examples of critical incidents to evaluate an employee’s job performance behaviors directly.
________ base(s) an employee's evaluations on whether the employee achieves specific performance goals.
- Behaviorally anchored rating scales
- Management by objectives
- 360-degree feedback
- Benchmarking
- Forced ranking
Management by objectives (MBO) bases an employee's evaluations on whether the employee achieves specific performance goals.
Management By Objectives (MBO): A management philosophy that bases employee evaluations on whether specific performance goals have been met.
Among the problems with the forced ranking system is that it
- involves algorithms that are too difficult to apply without advanced computers.
- places too much emphasis on subjective feelings rather than on excellence.
- requires managers to quantify behaviors that typically defy categorization.
- promotes too great an emphasis on excelling at the expense of succeeding.
- discourages employees from stepping outside the bounds of routine task behaviors.
There are some important limitations to the forced ranking system of performance management. For example, employees may become competitive with one another to avoid finding themselves in a lower category, or they may avoid stepping outside the bounds of routine task behaviors for fear of standing out or making a mistake.
The management at Consumer Research Systems, which has several hundred employees, is attempting to determine whether to apply the management by objectives (MBO) or behaviorally anchored rating scales (BARS) approach for evaluating job performance. In making their choice, they should consider the fact that
- MBO focuses on performance behaviors, whereas BARS emphasizes both performance behaviors and results.
- MBO emphasizes results as much as performance behaviors, whereas BARS focuses on performance behaviors.
- BARS allows for mutually agreed-upon objectives that are more measurable and specific that those associated with MBO.
- MBO uses "critical incidents"-short descriptions of effective and ineffective behaviors-which are not part of the BARS system.
- BARS permits employees and managers to agree on a time period for achieving objectives, whereas MBO leaves this open-ended.
MBO emphasizes the results of job performance as much as it does the performance behaviors themselves. In contrast, behaviorally anchored rating scales (BARS) measure performance by directly assessing job performance behaviors.