- •Ministry of finance of ukraine
- •Hr managers
- •Contents Preface
- •Unit 1 what is human resource management?
- •Vocabulary 1
- •The nature of human resource management
- •Vocabulary 2
- •What are hrm programs aimed at?
- •A partial list of tasks and ksAs for the position of regional sales manager
- •Vocabulary 1
- •Text 4 Forecasting Demand for Employees
- •Unit 3 human resource planning: forcasting supply of employees
- •Vocabulary 1
- •Text 5 Forecasting supply of employees
- •Vocabulary 2
- •1. Read text 6 and think of the suitable title. Text 6
- •Comprehension check.
- •Steps in writing a summary
- •Here are a few tips for you about writing a summary and some useful expressions
- •Unit 4 Recruiting
- •Text 7 The Purposes of Recruiting
- •Vocabulary 1
- •Unit 5 Selecting employees: part 1
- •Vocabulary 1
- •The application
- •Vocabulary 2
- •Unit 6 Selecting employees: part 2
- •Vocabulary 1
- •The Interview
- •Job interview questions for selection of managers
- •Vocabulary 2
- •He looks quite good on paper.
- •Vocabulary 3
- •Unit 7 Selecting employees: part 3
- •Unit 8 Orientation and training: part 1
- •Vocabulary 1
- •Text 13 Orientation
- •Text 14 training
- •Text 15 Training Needs
- •Unit 9 Orientation and training: part 2
- •Text 16
- •Text 17 Evaluation of Results of Training
- •Vocabulary 1
- •Text 18 Objective Performance Measures
- •Vocabulary 2
- •Trait- and Behaviour-Based Dimensions of Performance Appraisals
- •Text 19 Subjective performance Measures
- •2. Comprehension check.
- •Text 20
- •Unit 11 Compensating employees
- •Vocabulary 1
- •Text 21
- •Text 22 Determining Compensation
- •Vocabulary 2
- •Unit 12 promoting, transferring and terminating employees
- •Vocabulary
- •Text 24 promotions and transfers
- •Text 25 termination
- •Text 26
- •Unit 13
- •Texts for self-study
- •Teamwork Makes eds an Information Powerhouse
- •Text 2 the nature of groups and teams
- •Benefits of Teams
- •A model of work group effectiveness
- •Text 5 Types of Groups
- •Text 6 Size and composition of Groups
- •Text 7 Stages of Group Development
- •Text 8 Group Norms
- •Development and socialization of group Norms
- •Text 10 Group Roles
- •Text 11 problems in groups
- •Text 12 what is motivation?
- •Text 13 The Importance of Motivation
- •Motivation and job design
- •Text 15 Flexible-Scheduling Strategies in Work Design
- •Text 16 Paying for Performance
- •Text 17 the nature of leadership
- •The Sources of Power
- •Trait approach to leadership
- •Table 5
- •Text 20 contingency theories of leadership
- •Text 21 Fiedler's Contingency Theory
- •Path-Goal Theory
- •Vroom-Yetton-Jago Participation Model
- •Current trends in the study and practice of leadership
- •Leader-Member Exchange Theory
- •Charismatic Leadership
- •Transactional versus Transformational Leadership
- •Tapescripts
- •The importance of human resource management
- •Glossary
- •Integrity tests
- •Trait appraisal
- •Кучина Наталя Михайлівна англійська мова для майбутніх управілінців людськими ресурсами
Trait- and Behaviour-Based Dimensions of Performance Appraisals
Trait-Based Appraisals
Evaluate the employee on each of the following characteristics: Cooperation Attitude Enthusiasm Job knowledge Motivation Dependability
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Behaviour-Based Appraisals
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Reading
1. Skim text 19 and find in it statements either confirming or disproving your suggestion.
Text 19 Subjective performance Measures
Subjective measures are judgements about how an employee is performing. Generally, the supervisor is the one who makes such judgements, although in some instances, they may be gathered from co-workers and subordinates as well. Judgements can be made about either worker’s traits or workers’ behaviours, as shown in Table 3.
Trait Appraisals. A trait appraisal evaluates an employee’s personal characteristics such as attitude, motivation, cooperation, and dependability. Although companies commonly use these measures, they are problematic and not generally recommended as performance measures because they do not directly affect job activities.
One of the main difficulties with using trait appraisal is that there are no clear definitions of many traits. For example, some managers may define “cooperative” in terms of whether the employee assists fellow workers in completing work assignments. Other managers may define the trait as how willingly the employee does what the manager tells him or her to do. If traits are not clearly defined, managers find it difficult to utilize trait appraisal simply because they are not certain as to what to evaluate.
Behaviour-Based Appraisals. A second type of subjective measure, behaviour-based appraisal, evaluates how the employee performs job tasks. The items used in this appraisal must come from the job analysis. Table 3 lists examples of three types of behaviours used by a technical service firm in appraising its managers. These behaviour appraisals were developed by teams of both managers and non-managers. Notice that the dimensions to be evaluated are described in terms of either activities or results. The complete appraisal form contains behaviours necessary for project management, business development, customer satisfaction, and financial performance.
Advantages and Disadvantages of Subjective Measures. Subjective performance measures provide several advantages. First, they can permit the supervisor to judge all aspects of the employee’s work. Even those aspects that do not result in a finished product, such as the job task, “providing information to answer customers’ questions about various bank services”, can be evaluated by a supervisor who monitors the interactions between the receptionist and the bank’s customers. Secondly, the evaluation of job behaviours makes it much easier to identify deficient performance and to determine specific methods of correcting deficiencies.
The disadvantages of the use of subjective performance appraisal generally relate to the errors that supervisors may make in judging performance. For example, leniency errors refer to rating all employees very highly; severity errors result in rating all employees very low; and central tendency errors result in all employees being rated as average. A halo error occurs when the supervisor judges that, because an employee is performing very well in one job behaviour, he or she is performing well in others and evaluates the employee highly in all aspects even if this is not the case. However, these errors generally can be overcome through training.