| objective performance measure | Usually a quantitative count of the results of work such as sales volume, complaint letters, and output.
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| judgmental performance measure | Evaluation made of the effectiveness of an individual's work behavior, most often by supervisors in the context of a yearly performance evaluation.
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| hands-on performance measurement | Evaluation that requires an employee to engage in work-related tasks; usually includes carefully constructed simulations of central or critical pieces of work that involve single workers.
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| walk-through testing | Method that requires an employee to describe to an interviewer in detail how to complete a task or job-related behavior. Employee may literally walk through the facility (e.g., a nuclear power plant) answering questions as he or she actually sees the displays or controls in question.
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| electronic performance monitoring | Monitoring work processes with electronic devices; can be cost effective and has the potential for providing detailed and accurate work logs.
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| performance management | System that emphasizes the link between individual behavior and organizational strategies and goals by defining performance in the context of those goals; jointly developed by managers and the people who report to them.
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| distributive justice | Type of justice that focuses on the perceived fairness of the allocation of outcomes or rewards to organizational members.
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| procedural justice | Perceived fairness of the process (or procedure) by which rewards are distributed, decisions made, or evaluations conducted.
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| interpersonal justice | Justice that focuses on the respectfulness and personal tone of the communications surrounding the evaluation, particularly the feedback and performance planning that follows the evaluation.
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| context | Includes both the announced purpose and other, nonannounced agendas of the circumstances surrounding performance ratings.
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| task performance | The proficiency with which job incumbents perform activities that are formally recognized as a part of their job.
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| contextual performance | Activities that are not typically part of job descriptions but support the organizational, social, and psychological environment in which the job tasks are performed; similar to organizational citizenship behavior.
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| counterproductive performance | Voluntary behavior that violates significant organizational norms and in so doing, threatens the well-being of the organization, its members, or both.
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| duties | Groups of similar tasks; each duty involves a segment of work that is directed at one of the general goals of a job.
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| critical incidents | Examples of behavior that appear "critical" in determining whether performance would be good, average, or poor in specific performance areas.
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| graphic rating scale | Scale that graphically displays performance scores that run from high on one end to low on the other end.
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| checklist | A list of behaviors presented to a rater who is asked to place a check next to each of the items that best (or least) describe the ratee.
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| weighted checklist | Checklist that includes items that have values or weights assigned to them that are derived from the expert judgments of incumbents and supervisors of the position in question.
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| forced choice format | Rating format that requires the rater to choose two statements out of four that could describe the ratee.
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| behaviorally anchored rating scales (BARS) | Rating format that includes behavioral anchors that describe what a worker has done, or might be expected to do, in a particular duty area.
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| mixed standard scale | Method of performance rating that is like a checklist, except that it includes behavioral expectation statements like those found in BARS scales; includes three statements for each dimension that describe good, average, and poor performance.
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| behavioral observation scale (BOS) | Rating scale that asks the rater to consider how frequently an employee has been seen to act in a particular way.
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| employee comparison methods | Form of evaluation that involves the direct comparison of one person to another.
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| paired comparison | Technique in which each employee in a work group or a collection of individuals with the same job title is compared with each other individual in the group on the various dimensions being considered.
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| 360 degree feedback | The process of collecting and providing an employee with feedback that comes from many sources including supervisors, peers, subordinates, customers, and suppliers.
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| rating errors | Inaccuracies in ratings that may be actual errors or intentional or systematic distortions.
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| central tendency error | Error in which raters choose a middle point on the scale as a way to describe performance, even though a more extreme point might better describe the employee.
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| leniency error | Error that occurs with raters who are unusually easy in their ratings.
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| severity error | Error that occurs with raters who are unusually harsh in their ratings.
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| halo error | Error that occurs when a rater assigns the same rating to an employee on a series of dimensions, creating a halo or aura that surrounds all of the ratings, causing them to be similar.
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| psychometric training | Training that makes raters aware of common rating errors (central tendency, leniency/severity, and halo) in the hope that this will reduce the likelihood of errors.
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| frame-of-reference (FOR) training | Rater training based on the assumption that a rater needs a context or "frame" for providing a rating; includes (1) providing information about the multidimensional nature of performance, (2) ensuring that raters understand the meaning of the anchors on the scale, (3) engaging in practice rating exercises of a standard performance by means of videotape, and (4) providing feedback on practice exercises.
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| destructive criticism | Negative feedback that is cruel, sarcastic, and offensive; usually general rather than specific and often directed toward personal characteristics of the employee rather than job-relevant behaviors.
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| modesty bias | Occurs when raters give themselves lower ratings than are warranted.
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| forced distribution rating system | System requiring evaluators to place employees into performance categories based on a predetermined percentage of employees in different categories (low, moderate, high).
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| policy capturing | Technique that allows researchers to code various characteristics and determine which weighed most heavily in raters' decision making.
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