Which of the following is a performance appraisal problem that occurs when a supervisors rating of a subordinate on one trait biases the rating of that person on other traits?

38.Which of the following is a performance appraisal problem that occurs when a supervisor's rating of asubordinate on one trait biases the rating of that person on other traits?

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• What Is a Performance Appraisal?
• Your Choices
• But What If the Manager’s Opinion Is Wrong?
• Difficult Conversations
• What can supervisors do to make performance appraisal an effective process?
• What is the best way to conduct performance appraisal?
• What is the best way to reduce performance appraisal errors?
• Which performance appraisal tools require a supervisor keeps a record of uncommonly good and or undesirable examples of an employee's work

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39.Jason is a conscientious employee, but he is viewed by most of his co-workers as unfriendly. Jason'ssupervisor rates him low on the traits "gets along well with others" and "quality of work." Which of thefollowing problems has most likely affected Jason's performance appraisal?

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40.A supervisor who frequently rates all employees as average on performance appraisals most likely has aproblem known as ________.

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41.The best way to reduce the problem of central tendency in performance appraisals is to ________.

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42.Which performance appraisal problem is associated with supervisors giving all of their subordinatesconsistently high ratings?

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43.The ________ problem occurs when supervisors tend to rate all their subordinates consistently low.

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44.The best method for reducing the problems of leniency or strictness in performance appraisals is to________.

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I still remember the first performance review I ever got, even though it’s been almost 50 years since Ray Moeller, my first boss at GE, called me into his office and handed me a document that he called a “performance appraisal.”

I read it. It hurt.

On GE’s then four-level rating scale, he rated me in the next-to-bottom category. Ray didn’t hesitate to point out all the areas in which I, a newbie trainee on GE’s Manufacturing Training Program, had failed to meet his tough expectations. The review ended with Ray stating that, if he had to do it over, he wouldn’t hire Dick Grote.

As negative as Ray’s appraisal of my performance was, it certainly was accurate. I wasn’t doing a good job. I was a recent college grad who hadn’t yet made the emotional transition from the soft world of school to the hard world of work. Ray laid it on the line. My response was to immediately shape up and start earning my pay.

I might have reacted differently if I’d felt the review was inaccurate or unfair. The appraisal would’ve been far more painful and frustrating if it was off base. How should you respond if your manager gives you a review that seems off the mark — that leaves out a significant accomplishment, or is strongly at variance with your own evaluation of the quality of your work?

What Is a Performance Appraisal?

Start by recognizing that a performance appraisal is not a testable, provable, verifiable document that can be empirically analyzed and confirmed. It’s not the end product of a negotiation between assessor and assessee. A performance appraisal is a formal record of a supervisor’s opinion of the quality of an employee’s work.

The important word here is opinion. As long as that opinion is based on your manager’s honest assessment of how well you have done the job and is uncolored by personal biases and prejudices, the manager has done the job that is expected of them, and the matter is settled. If the manager and the employee disagree about the opinion, the manager wins.

A primary source of contention between managers and employees over performance appraisals results from the infinite human capacity for self-delusion: We all think we’re better than we really are. Research has consistently demonstrated that individuals are notoriously inaccurate in assessing the quality of their own performance, and the poorer the performer, the higher (and more inaccurate) the self-assessment is likely to be. So the first step is to accept (as I did almost 50 years ago) that the boss may in fact be right, and that their opinion may indeed be more accurate than our own.

Your Choices

With that in mind, when deciding whether to challenge a low rating, you’ve generally got three choices:

1. “My boss may well be right. I’m disappointed, but I’m going to accept this and make whatever changes are necessary to justify a higher rating next year.”
2. “Damn the torpedoes! Full speed ahead! This rating is wrong, and I’m ready to do whatever it takes to get it changed.”
3. “I’m out of here.”

Make the choice clearly and then proceed. Here’s a question you shouldn’t ask: “What do I need to do so that you’ll rate me as ‘Exceeds Expectations’ next year?” Your boss can’t possibly answer that. You’re asking them to predict the future. Instead, here’s a question you should plan to raise later, during a coaching session or informal conversation, after the dust has settled: “Do you see any ways in which I could be making a more valuable contribution to the team?”

But What If the Manager’s Opinion Is Wrong?

The easiest performance appraisal problems to get resolved may be those where the manager’s opinion is based on factually incorrect information. For example, the manager could say “I rated you a three because your overall customer service score was a 74,” when in fact your overall customer score was a 98. This may be a case where the bad data is of sufficient importance to justify challenging the final result.

Challenging a boss’s appraisal, even in a clear-cut case of bad data, is always a ticklish matter. Be cautious. It’s not easy to say to your boss, in whatever words you choose to use, “You’re wrong.” Don’t lose sight of the fact that your boss probably has a significant investment in the appraisal you’ve decided to challenge. For most managers, writing performance appraisals is a time-consuming and emotionally arduous activity. Your boss may have had to explain and justify the rating he gave you in a calibration session with other managers, and a decision to alter your rating may force alterations of other employees’ ratings, if your company follows strict distribution guidelines. Your boss may have reviewed your appraisal in advance with their boss, and having to go back and admit that they got it wrong the first time around is awkward at best. Be sure it’s worth it.

You and Your Team Series

Difficult Conversations

• 7 Things to Say When a Conversation Turns Negative

Whatever you do, don’t try for immediate resolution. Say something at the end of the meeting like: “This assessment comes as a real surprise to me. I’d like to think about what you’ve said and written, and perhaps have another conversation before this becomes official. May I get back to you in a day or two?” That lets your boss know that you’re concerned about the accuracy of the evaluation without having to attempt to achieve instant resolution.

Then sleep on it. Hold up a figurative mirror to your past year’s performance to see whether your boss’s assessment might be on target, or at least not so far off the mark that it’s worth making a major fuss over.

When you do get back to your boss, do one of two things. Acknowledge the fact that getting the assessment served as a significant learning experience (or wake-up call), and ask for their help in understanding how you can make a more valuable contribution in the next 12 months. Or tell your boss that you have considered the appraisal carefully, and after serious thought you believe that an adjustment of the rating is justified. Produce the evidence and the examples that justify your position, keeping in mind that success — a changed rating — is probably unlikely, regardless of your evidence. As one boss I know put it to a subordinate who was taken aback by a low appraisal rating: “The message you’ve received from me is exactly what I intended to communicate.”

No matter what happens, keep the conversation professional. Your manager is not responsible for your feelings, and your boss didn’t intentionally create the emotional reaction you’re experiencing.

One important note: All of this advice assumes that your boss is not incompetent, deliberately lying, or acting with malice. Of course, that’s not always the case. If your poor performance appraisal results from the fact that your boss truly is incompetent, envious of your success, or dishonest, you’ll need to make a different calculation about your choices. But, fortunately, those cases are rare.

It’s understandable to be unhappy, even upset, when you don’t agree with your performance review, but proceeding carefully rather than acting rashly is the best approach — and the one most likely to earn you a more favorable appraisal in the future.

What can supervisors do to make performance appraisal an effective process?

Managers can make an immediate improvement in their performance appraisal system by implementing these five recommendations..

Use the Appraisal Document As a Discussion Starter..

Provide Regular Employee Feedback..

Make the Discussion Two-Way..

Use Employee Self-Appraisals to Set the Stage..

What is the best way to conduct performance appraisal?

Here are six tips on how to conduct an effective performance appraisal..

Be prepared. ... .

Create a joint agenda. ... .

Discuss challenges and successes. ... .

Discuss ideas for development and action. ... .

Agree actions that need to be taken. ... .

Summarise the meeting and express support..

What is the best way to reduce performance appraisal errors?

5 Best Practice Tips for Reducing Rater Bias in Performance....

Build Awareness of Rater Bias..

Use Objective, not Subjective, Ratings..

Reduce Reliance on Memory..

Implement 360 Degree Feedback Systems..

Carefully Monitor Performance Feedback Data..

Which performance appraisal tools require a supervisor keeps a record of uncommonly good and or undesirable examples of an employee's work

Critical Incident Method – A supervisor keeps a record of uncommonly good and/or undesirable examples of an employee's work-related behavior, and reviews the record with the employee at predetermined times.

Which performance appraisal tool requires supervisors to categorize employees from best to worst on various traits *?

Which performance appraisal method lists several traits and a range of performance values for each trait?

Which performance appraisal method lists several traits and a range of performance values for each trait quizlet?

Which one of the following terms refers to the process of allowing subordinates to rate their supervisor's performance anonymously?