I/O Psychology Week 6 Lecture Notes
I/O Psychology Week 6 Lecture Notes PSY 3320
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This 4 page Class Notes was uploaded by Nina Goad on Friday March 4, 2016. The Class Notes belongs to PSY 3320 at Middle Tennessee State University taught by Patrick McCarthy in Winter 2016. Since its upload, it has received 8 views. For similar materials see Introduction to Industrial and Organizational Psychology in Psychlogy at Middle Tennessee State University.
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Date Created: 03/04/16
I/O Psychology Week 6 Lecture Notes 2/29/16 & 3/2/16 2/29/16: Who Rates Performance? o Upper Management o Direct Supervisors o Peers o Subordinates o Customers/Clients o Self o 360 Degree Method Conway and Huffcutt (1997) table shows agreement among raters. A form of performance evaluation can be an unstructured appraisal through an informal letter, etc. Potential Biases and Rating Errors (Rating Effects): o Halo o Leniency, Severity, Central Tendency o Age, gender, race, disability o Contrast Effect o Recency effect o Infrequent Observation Employee Rating Method: o Assures distinctions among employees Counters leniency, severity, and central tendency biases o Methods: Rank order Paired Comparisons Force Distributions o Limitations: Difficult to accomplish with large number of employees Subjective Performance Appraisal Methods: o Graphic Rating (Table 421) Can be trait, behavior, or results based o Behaviorally Anchored Rating Scales (BARS – Fig 42) o Behavior Observation Scale (BOS) Rates frequency of critical incident behaviors o Mixed Standard Scale Items in random order; rate better/same/worse 3/2/16: Legal Issues in Performance Appraisals: o Illegal Discrimination sex, race, religion, color, national origin, disability, pregnancy, age (over 40), and medical status. o Subjective Methods are more vulnerable to legal attack because they can be unreliable and biased if not use properly. o Objective Methods: Criterion Deficiency Risk Table 4.9 How to avoid these legal issues: o Job analysis to define performance dimensions o Develop rating form with rational scales and written instructions o Train raters o Use multiple raters o Include employee input in the process of performance rating o Allow employees to appeal results o Document performance and maintain detailed records o Provide ongoing performance feedback o Regularly update the instrument used to appraise employee performance Employee Training o Goldstein’s Systems Model o Needs Assessment Training Need = Desired Performance – Present Performance AKA: Gap Analysis Levels of Needs Assessment: Organizational Level Analysis o Compare organizational goals to current organizational performance o Inventory of employee skills (now/future) Job Level Analysis o Job analysis; KSAO’s; Critical Incident Method Person Level Analysis o Rating of worker’s current KSAO’s
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