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| The means through which managers ensure that employees' activities and outputs are congruent with the organization's goals. |
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| The process through which an organization gets information on how well an employee is doing his or her job |
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| The process of providing employees information regarding their performane effectiveness. |
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| The extent to which the performance management system elicits job performance that is consistent with the organization's strategy, goals, and culture. |
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| The extent to which a performance measure assesses all the relevant and ony the relevant aspects of job performance |
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| The consistency of performance measure; the degree to which a performance measure is free from random error. |
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| The extent to which a performance measure is deemed to be satisfactory or adequate by those who use it. |
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| The extent to which a performance measure gives detailed guidance to employees about what is expected of them and how they can meet these expectations. |
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| requires managers to rank employees with their departments from highest performer to poorest performer |
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| consists of managers looking at a list of employees, deciding who is the best employee, and crossing that person's name off the list. From the remaining names, the manager decides who the worst employee is and crosses that name off the list- and so forth. |
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| method also uses a ranking format, but employees are ranked in groups |
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| method requires managers to compare every employee with every other employee in the work group, giving an employee a score of 1 every time he or she is considered the higher performer. |
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| Sets of skills, knowledge, abilities, and personal characteristics that enable employees to successfully perform their jobs. |
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| Identify and provide descriptions of competencies that are common for an occupations, organization, job family, or specific job |
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| Employee practices that emphasize continuous improvement of business processes |
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| Managerial performance appraisal that involves subordinates' evaluations of the manager's behavior or skills. |
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| A performance appraisal process for managers that includes evaluations from a wide range of persons who interact with the manager. The process includes self-evaluations from the manager's boss, subordinates, peers, and customers. |
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| A situation in which evaluators purposefully distort ratings to achieve personal or company goals |
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| Meetings attended by managers in which employee performance ratings are discussed and evidence supporting the ratings is provided. The purpose of the meetings is to reduce the influence of rating errors and politics on performance appraisals |
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| The acquisition of knowledge, skills, and behaviors that improve an employee's ability to meet changes in job requirements and in client and customer demands |
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| A career that is based on self-direction with the goal of psychological success in one's work |
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| The feeling of pride and accomplishment that comes from achieving life goals |
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| Development planning system |
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| A system to retain and motivate employees by identifying and meeting their development needs (also called career management systems) |
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| Formal Education Programs |
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| Employee development programs, including short courses offered by consultants or universities, executive MBA programs, and university programs |
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| The practice of reimbursing employees' costs for college and university courses and degree programs |
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| Collecting information and providing feedback to employees about their behavior, communication style, or skills |
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| Myers-Briggs Type Inventory (MBTI) |
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| A personality assessment tool used for team building and leadership development that identifies employees' preferences for energy, information gathering, decision making, and lifestyle |
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| A process in which multiple raters evaluate employees' performance on a number of exercises |
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| Leaderless Group Discussion |
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| Process in which a team of five to seven employees solves an assigned problem together within a certain time period. |
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| Employees are questioned about their work and personal experiences, skills, and career plans |
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| A simulation of the administrative tasks of a manager's job |
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| A participant taking the part or role of a manager or other employee |
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| The process through which an organization gets information on how well an employee is doing his or her job |
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| A performance appraisal process for managers that includes subordinates' evaluations |
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| 360-Degree Feedback System |
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Definition
| A performance appraisal system for managers that includes evaluations from a wide range of persons who interact with the manager. The process includes self-evaluations as well as evaluations from the manager's boss, subordinates, peers, and customers |
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| The relationships, problems, demands, tasks, and other feautres that employees face in their jobs |
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| Adding challenges or new responsibilities to an employee's current job |
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| The process of systematically moving a single individual from one job to another over the course of time. The job assignments may be in various functional areas of the company or movement may be between jobs in a single functional area or department |
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| The movement of an employee to different job assignment in a different area of the company |
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| Advancement into positions with greater challenge, more responsibility, and more authority than the employee's previous job |
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| A job change involving a redution in an employee's level or responsibility and authority |
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| When a company allows an employee to take a full-time operational role at another company |
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| A leave of absence from the company to renew or develop skills |
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| An experienced, productive senior employee who helps develop a less experienced employee |
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| A program pairing a successful senior employee with a group of four to six less experienced proteges |
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| Coaching, protection, sponsorship, and providing challenging assignments, exposure, and visibility |
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| Serving as a friend and role model, providing positive regard and acceptance, and creating an outlet for protege to talk about anxieties and fears |
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| A peer or manager who works with an employee to motivate her, help her develop skills, and provide reinforcement and feedback |
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| A barrier to advancement to higher-level jobs in the company that adversely affects women and minorities. The barrier may be due to lack of access to training programs, development experiences, or relationships |
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| The identification and tracking of high potential employees capable of filling higher-level managerial positions |
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| Employees the company believes are capable of being successful in high-level management positions |
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| Turnover initiated by the organization (oftem among people who would prefer to stay) |
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| Turnover initiated by employees (often whom the company would prefer to keep) |
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| The doctrine that, in the absence of a specific contract, either an employer or employee could sever the employment relationship at any time |
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| The judgment that people make with respect to the outcomes received relative to the outcomes received by other people with whom they identify |
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| A concept of justice focusing on the methods used to determine the outcomes received |
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| A concept of justice referring to the interpersonal nature of how the outcomes were implemented |
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| Alternative Dispute Resolution (ADR) |
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| A method of resolving disputes that does not rely on the legal system. Often proceeds through the four stages of open door policy, peer review, mediation, arbitration |
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| Employee Assistance Programs |
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| Employer programs that attempt to ameliorate problems encountered by workers who are drug dependent, alcoholic, or psychologically troubled |
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| Counseling to help displaced employees manage the transition from one job to another |
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| Progression of withdrawal |
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| Theory that dissatisfied individuals enact a set of behaviors in succession to avoid their work situation |
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| Making grievances public by going to the media or government |
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| The degree to whcih people identify themselves with their jobs |
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| Organizational Commitment |
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| The degree to which an employee identifies with the organization and is willing to put forth effort on its behalf |
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| A pleasurable feeling that results from the perception that one's job fulfills or allows for the fulfillment of one's important job values |
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| A standard point that serves as a comparison for other points and this provides meaning |
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| A dispositional dimension that reflects pervasive individual differences in satisfaction with any and all aspects of life. |
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| The process of systematically moving a single individual from one job to another over the course of time. The job assignments may be in various functional areas of the company or movement may be between jobs in a single functional area or department |
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| The degree to which people are energized to do their jobs because it helps other people |
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| The relative pay of different jobs (job structure) and how much they are paid (pay level) |
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| The average pay, including wages, salaries, and bonuses, of jobs in an organization |
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| The relative pay of jobs in an organization |
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| A theory stating that wages influence worker productivity |
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| Comparing an organization's practies against those of the competition |
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| Different employees in the same job may have different pay rates |
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| Benchmark jobs, used in pay surveys, that have relatively stable content and are common to many organizations |
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| Jobs that are unique to organizations and that cannot be directly valued or compared through the use of market surveys |
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| An administrative procedure used to measure interbal job worth |
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| The characteristics of jobs that an organization values and chooses to pay for |
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| A mathematical expression that describes the relationship between a job's pay and its job evaluation points |
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| Jobs of similar worth or content grouped together for pay administration purposes |
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| The distance between the minimum and maximim amounts in a pay grade |
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| An index of the correspondence between actual and intended pay |
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| Reducing the number of job levels within an organization |
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| Pay based on the skills employees acquire and are capable of using |
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| A public policy that advocates remedies for any undervaluation of women's jobs (also called pay equity) |
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| The 1938 law that established the minimum wage and overtime pay |
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| The lowest amount that employers are legally allowed to pay; the 1990 amendment of the Fair Standards Labor Act permits a subminimum wage to workers under the age of 20 for a period of up to 90 days |
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| Employees who are not covered by the FLSA. Exempt employees are not eligivle for overtime pay |
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| The theory that says motivation is a function of valence, instrumentality, and expectancy |
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| In agency theory, a person who seeks to direct another person's behavior |
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| In agency theory, a person who is expected to act on behalf of a principal |
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| A grid that combines an employee's performance rating with the employee's position in a pay range to determine the size and frequency of his or her pay increases |
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Definition
| A compensation plan in whih payments are based on a measure of organization performane (profits) and do not become part of the employees' base salary |
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| An employee ownership plan that gives employees the opportunity to buy the company's stock at a previously fixed price |
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| Employee Stock Ownership Plan |
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Definition
| An employee ownership plan that gives employers certain tax and financial advantages when stock is granted to employees |
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Definition
| A form of compensation based on group of plant performance (rather than organizationwide profits) that does not become part of the employee's base salary |
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