Describe the three options—traits, behaviors, and results—for what to evaluate in a performance appraisal.
What will be an ideal response?
Our three primary options for what to evaluate are traits, behaviors, and results. There is some evidence that particular types of traits are valuable in jobs that require management and leadership skills, but many traits have been shown to have very little bearing on job performance, meaning they are not valid measures of performance. We can also use behaviors to evaluate our workers. Measuring behaviors is usually a much better appraisal option because physical actions or behaviors can be directly observed, and as a result, they are more likely to be a valid assessment of the individual’s performance. Finally, we can evaluate performance based on results. Results are a concrete measure of what has happened in the organization. However, results may be skewed based on factors that are outside the control of the individual who is being evaluated.
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A) lack of strategy B) lack of loyalty C) fear of making a mistake D) fear of asking for the close E) fear of public speaking
Lindsey was having a difficult time at work after her divorce. She could not seem to focus long enough to complete her tasks and everything seemed more difficult than it used to be. Many employers have a(n) ______ to help workers like Lindsey.
A. job training program B. employee assistance program C. employee wellness program D. employee development program
An example of an unconscious bias is that managers
A. take less credit than they deserve. B. think they are immune to conflicts of interest. C. act only in an ethical manner. D. hire people who are unlike them, since opposites attract. E. take blame themselves instead of blaming others.
In the power generators case study, data mining—driven software tools, including data-driven ________ technologies with historical data, helped an energy company reduce emissions of NOx and CO
Fill in the blanks with correct word