1. Types of Performance Evaluation Meetings and Feedback sessions
   1. Tell and sell
   2. Tell and listen
   3. Problem splving
2. performance evaluations
   1. Result of an annual or biannual process
   2. Types of performance evaluation
      1. Manager or supervisor
         1. Conducted by an employee manager
      2. Self-evaluations
         1. Conducted by the employee
      3. Subordinate evaluations
         1. Conducted by an employee of a superior
      4. Peer evaluations
         1. Conducted by one's fellow employees
      5. Team evaluations
         1. Recognizes team accomplishment
      6. Customer evaluations
         1. Conducted by a firm's external and internal customers
   3. Methods
      1. Trait approaches
         1. Graphic rating scale
         2. Mixed standard scale
         3. Forced-choice
         4. Essay method
      2. Behavioral approaches
         1. Critical incident
         2. Behaviorally anchored rating scale (BARS)
         3. Behavior observation scale (BOS)
      3. Result methods
         1. Productivity measures
         2. Management by objectives (MBO)
3. Error
   1. Distributional errors
      1. Error of central tendecy
         1. Average
      2. Leniecy or strictness error
         1. High or Low ratings
      3. Forced distribution
         1. Percentage
   2. Temporal Errors
      1. Recency error
      2. Evaluation is based on the employee most recent behavior
   3. Other Rater Errors
      1. Contrast error
         1. Biased upward or downward
      2. Similar-to-me error
         1. Appraiser inflates the evaluation of an employee
4. Training appraisers
   1. Improves the performance evaluation process
   2. Explain the mechanics of the rating system
   3. Establishing an evaluation plan
5. performance standard
   1. Characteristics
      1. Criterion contamination
         1. Performance capability is not reduced by external factors
      2. Strategic relevance
         1. Relate to strategic goals
      3. Reliability
         1. Quantifiable, measurable and stable
      4. Criterion deficiency
         1. Individual contributions
      5. Fairness and acceptability
   2. DERIVED FROM A JOB ANALYSIS AND REFLECTED IN JOB DESCRIPTION AND JOB SPECIFICATIONS
   3. REALITIC AND SPECIFIC
6. performance management
   1. step in performance management process
      1. step 1: set a goals
      2. step 2: behavioral expectations
      3. step 3: ongoing performance
      4. step 4: performance appraissed
      5. step 5: formal review session
      6. step 6: HR decision making
   2. CREATING A WORK ENVIRONMENT
7. Factor that affect an employee performance
   1. Ability
      1. 1. Technical skills
      2. 2. Interpersonal skills
      3. 3. Problem-solving skills
   2. Motivation
      1. 1. Career ambition
      2. 2. Goals and expectations
      3. 3. Fairness perceptions
   3. Environment
      1. 1. Equipment/materials
      2. 2. Job Design
      3. 3. Economic Conditions
8. Managing Ineffective Performance
   1. Courses of action
      1. Provides training to increase skills and abilities
      2. Transfer employee to another job
      3. Attention of actions to motivate employee
   2. Cautions
      1. Actions taken must be objective and fair
      2. Do not treat underperformer differently
9. M3AT1104C_WEEK 4_GROUP 1