Chapter 7 I/O Psychology

Refers to the assessment of performance with the goal of providing feedback to facilitate improved performance.

Is the process that incorporates appraisal and feedback to make performance-based administrative decisions and help employees improve.

Enhance quality of organizational decisions Enhance quality of individual decisions by employees Can affect employees’ views of and attachment to the organization Provide a rational, legally defensible basis for personnel decisions

Personnel training Wage and salary administration Placement Promotions Discharge Personnel Research

Breach of duty to conduct appraisals with due care

Disclosure of untrue unfavorable performance information that damages the reputation of the employee

Disclosure of untrue favorable performance information that presents a risk of harm to prospective employees or third parties

Inputs: are characteristics of the perceiver, characteristics of the person being perceived, and contextual factors. Processes: includes a broad range of variables pertaining to the way the perceiver uses information to make a judgment. Outputs: are consequences of the processing to the perceiver and the target.

A cognitive approach to processing information that results in making sense of events and action that in turn influence how decisions are made on the basis of that information.

As an index of how well an employee is performing on the job is limited in its frequency and value.

The two most common indices of performance are absenteeism and accidents.

Valid halo Leniency error

An evaluation that is lower than the “true” level of ability is called Negative leniency. Easy raters give evaluations that are higher than the “true” level are called Positive leniency.

Refers to the rater’s unwillingness to assign extreme - high or low – ratings. Everyone is “average”, and only the middle part of the scale is used.

Rank-order method Paired-comparison method Forced-distribution method