...selection C) performance appraisal D) employee orientation E) organizational development Answer: C Explanation: Performance appraisal means evaluating an employee's current and/or past performance relative to his or her performance standards. Performance appraisal always involves setting work standards, assessing the employee's actual performance relative to those standards, and providing feedback to the employee. Diff: 1 Page Ref: 306 Chapter: 9 Objective: 1 Skill: Concept 2) The primary purpose of providing employees with feedback during a performance appraisal is to motivate employees to ________. A) apply for managerial positions B) remove any performance deficiencies C) revise their performance standards D) enroll in work-related training programs E) change their peer evaluation procedures Answer: B Explanation: The purpose of providing feedback to the employee is to motivate him or her to eliminate performance deficiencies or to continue to perform above par. Diff: 2 Page Ref: 306 Chapter: 9 Objective: 1 Skill: Concept 3) Which of the following is NOT one of the recommended guidelines for setting effective employee goals? A) assigning specific goals B) assigning measurable goals C) assigning challenging but doable goals D) administering consequences for failure to meet goals E) encouraging employees to participate in setting goals Answer: D Explanation: Effective goals should be specific, measurable, attainable, relevant, and timely. Goals should be challenging...
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...performance management tool that focuses on collective output above individual performance. Although performance measurement methods vary with goals and structure, organizations often use popular appraisal techniques such as the simple ranking and graphic rating scale methods. Accepted in many organizations, as a key performance analysis, is the simple ranking method. “Simple ranking requires managers to rank employees in their group from the highest performer to the poorest performer” (Managing Employees’ Performance, 2007, p.10). The process involves supervisors making judgments between employees under their supervision to determine the productivity of each member in comparison with other employees. Although popular, this technique lacks validity and can lead to a perception of favoritism in the workplace. Typical language in the ranking method, such as best or worst, does not specify what aspects of an employee’s performance need improvement or why. In addition, employees normally do not share equal skills, abilities, or roles; therefore, such comparisons may appear unfair and cause negative conflict. Last, the simple ranking method does not motivate employees to improve based on standards or organizational goals. If an employee’s objective is simply to out-perform his or her peers, he or she may lose focus on the importance of the task and fail to achieve his or her highest potential. In contrast to the simple ranking method, the graphic rating scale uses established standards...
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...standardsshould ________. • make sense in terms of the broader organizational goals • be standard • be decided by the top executive • All of the above. 5. Besides the supervisor, which of the following is available to managers as an alternative sourceof performance appraisal information? • the employee • rating committees • peers • All of the above. 6. Suppose you have five employees to rate. You make a chart of all possible pairs of employees for each trait being evaluate Then, you indicate the better employee of the pair for each pair. Finally, you add up the number of positives for each employee. In this case, you have used the________ method of performance appraisal. • forced distribution • alternation ranking • paired comparison • graphic ranking scale 7. To protect against bias claims when using the forced distribution method, employers should ________. •...
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...Kong Tat Chee Avenue Kowloon HONG KONG SAR mkctsu@cityu.edu.hk Nan Zhou Department of Marketing City University of Hong Kong Tat Chee Avenue Kowloon HONG KONG SAR mkzhou@cityu.edu.hk Nan Cui Department of Marketing Wuhan University Wuhan CHINA nancui@whu.edu.cn Abstract Whether and how firms can employ relative rankings in search engine results pages (SERPs) to differentiate their brands from competitors in cyberspace remains a critical, puzzling issue in e-commerce research. By synthesizing relevant literature from cognitive psychology, marketing, and e-commerce, this study identifies key contextual factors that are conducive for creating brand positioning online via SERPs. In two experiments, the authors establish that when Internet users’ implicit beliefs (i.e., schema) about the meaning of the display order of search engine results are activated or heightened through feature priming, they will have better recall of an unknown brand that is displayed before the well-known brands in SERPs. Further, those with low Internet search skills tend to evaluate the unknown brand more favorably along the particular brand attribute that activates the search engine ranking schema. This research has both theoretical and practical implications for under- 1 Allen Dennis was the accepting senior editor for this paper. Paul Pavlou served as the associate editor. The appendices for this paper are located in the “Online Supplements” section of...
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...presentation, we used PowerPoint for our visual aid and each individual contributed by lecturing on different sections of the case. The case written submission, we separated each section dividing the work into equal amounts for each of the four team members. I did the company background, the company objectives, and the recommendations of the two strategies we chose for Jamba Juice to pursue. Macy lectured on the six strategies and key issues. Megan lectured on the distinctive competency of the company, SWOT analysis, and Porter’s Five Forces. Jonathan did every aspect of the financial section. Three performance...
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...State and defend your rationale. Use research to support your rationale. Comparison of overlapping statements regarding teacher ethics | Priority of specific ethical disposition/protocol and rationale | Example: “The professional educator continues to grow professionally” (AAE, 2001).“Learners will develop the values, commitments, and ethics that positively impact the educational community as well as the educator’s own professional growth.” (COE-GCU Framework, 2010). | Example: Priority ranking : 5I have ranked the issue of Professional Growth at number five because…Actually, Meninger (1986) said that… | The professional educator makes a constructive effort to protect the student from conditions detrimental to learning, health, or safety. (AAE, 1994-2012).Challenging students to report inappropriate behavior, providing a positive and supportive environment that allows students to feel safe in reporting it. (COE-GCU Conceptual Framework, 2011). | | | | | |Priority Ranking: 2Studies show that students who do not feel safe at school stay home. And when students aren't in school, they don't perform academically. According to the National Center for Educational Statistics (NCES)’s report, Indicators of School Crime and Safety: 2010, in 2007, approximately 5 percent of students ages 12–18 reported that they were afraid of attack or harm at school, compared to 3 percent of students who reported that they were afraid of...
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...job’s salary range when compared with the salary ranges of similar jobs within the organization. The salary range for a job is considered internally equitable if the salary is commensurate with responsibility level of the position. It is important that a job evaluation is felt to be fair by everyone in the organisation. Effective communication, ongoing consultation and transparency are critical to the success of any scheme. Making a success of any job evaluation scheme will involve commitment by senior managers, transparency and cost as organisations will need to be able to pay for any grading structure. There are numbers benefits of job evaluation such as know exactly what duties each job holder carries out, understand training needs for individual jobs, improve job...
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...overlapping statements. Be sure to cite each appropriately. In the right-hand column, state the priority from 1-7, (“1” being the most important) you would assign this concept as an educator; state and defend your rationale. Use research to support your rationale. Comparison of overlapping statements regarding teacher ethics | Priority of specific ethical disposition/protocol and rationale | The professional educator makes a constructive effort to protect the student from conditions detrimental to learning, health, or safety. (AAE, 1994-2012).Challenging students to report inappropriate behavior, providing a positive and supportive environment that allows students to feel safe in reporting it. (COE-GCU Conceptual Framework, 2011). | Priority Ranking: 2Studies show that students who do not feel safe at school stay home. And when students aren't in school, they don't perform academically. According to the National Center for Educational Statistics (NCES)’s report, Indicators of School Crime and Safety: 2010, in 2007, approximately 5 percent of students ages 12–18 reported that they were afraid of attack or harm at school, compared to 3 percent of students who reported that they were afraid of attack or harm away from school. (National Center for Educational Statistics, 2010).It is important that our students feel safe so they can perform academically. | The professional educator, in exemplifying ethical relations with colleagues, accords just and equitable treatment to all members of...
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...Organized Crime Executive Summary There are many of foundations of criminal activity in the United States of America, however, the foundation of criminal activity is the different kinds of organized crime. Organized Crime is that of which is defined as a criminal enterprise or individuals that are made in to a group that works as one or multiple groups that work together that have an identified hierarchy in which participates in all kinds of serious criminal activities. Organized crime has a structure that consists of two significant elements which include patron-client and bureaucratic organizations. In the structure of organized crimes there are models that support it by the connections and involvement of patron client and bureaucratic organizations in which determine the similarities as well as the differences in which the two models that make the structure of organized crime. The most significant element is one of which that distinguishes the differences between patron client and bureaucratic organizations. Patron-Client Organization The Patron Client Organization also known as the patrimonial network that consists of the “Criminal individuals that not only send but also receive messages, individuals that creates a network or a connection that is includes political leaders as well as other government participants and officials as well as access to a wide range of personnel that they can do business with and later if not right away become clients of the organizations with...
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...Question 1. What's your opinion regarding forced ranking performance appraisals? Do they motivate employees? Explain. I believe forced ranking performance appraisals can be motivating for some employees and not motivating for others. Individuals with strong high-order needs who know that they will be ranked come appraisal time will strive and perform in order to achieve the highest rank possible. Other individuals with weak high-order needs might not strive for a high rank. I believe these individuals might even perform below their ability because of perceptions (i.e. "why should I work harder because so and so will get a higher rank than me anyway"). Even though I have consistently ranked high whenever evaluated under a forced ranked system in the past, I personally do not like forced ranked performance appraisals and believe they can cause an organization more harm and be less productive because of the system. I served in the U.S. Navy from 1994 until 1999. During that time I was evaluated annually by my superior(s) in a quasi forced ranked performance appraisal system. At that time in the Navy there were three evaluation marks a sailor could receive: Promotable (average), Must Promote (above average) and Early Promote (Outstanding). The evaluation one would receive weighed heavily on the sailor's likelihood of being promoted to the next rank/pay grade at the next promotion cycle, which also occurred annually several months after the evaluations were given....
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...Performance Appraisals Part I: Importance of Performance Appraisals Defining Performance Appraisals Performance appraisals serve to measure how an employee performs against the standards established by the company. Performance appraisals evaluate an employee’s current or past performance and compare them to his or her performance standards. For an appraisal process to be efficient, should include setting work standards, evaluating the employee’s actual performance and comparing it to the set standards, providing timely feedback to the employee in hopes that performance deficiencies are corrected, improve, or continue above expectations. Performance appraisals can sometimes be perceived as a nightmare and a waste time for supervisors and employees, as well. Sadly, performance appraisals are rarely perceived as management tools as for many corporations employees appraisals are nothing more than annual appointments to determine salary increases. However, when considering the actual objectives of a performance appraisal one can realize that it leads to beneficial consequences that relate to pay awards, potential talent identification, and widens organizational employees’ development perspectives. In addition, a performance appraisal provides that particular working occupation-persons match and mismatch is identified by looking into the actual and potential problem areas. In simpler terms, performance appraisals should be regarded as a management tool that serves to strength...
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...will be looking at the functions and aspects of a successful business. Ranging from, what a manager does to what’s expected of them and how they factor in to a business’s planning and organisational structure. Role of Management The role of management within a business is largely dependent on the type of business. Small businesses are likely to have what is called a “flat structure” where employees have more than one role or skill and can take over duties from another employee if needs be. Flat structures are especially popular with new businesses or “start-ups” where there are often people who have experience in the industry but are new to management. The Flat structure allows them to get hands on and build their business quickly, without going through a hierarchical structure. Larger businesses, typically corporations, use a tall structure. This management style puts emphasis on the individual skills of employees and co-ordinating employees together in teams to complete tasks. The tall structure caters towards employees who have specialist skills to complete large tasks which couldn’t be accomplished otherwise. Within a tall structure there is a larger emphasis on performance than there would be in a flat structure. Depending on the structure the style of the business, management will vary, however, outside of these structures there are common elements which are the basis for all forms of management; Planning Whether the business is a corner shop or an international...
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...Chapter 11 * Compensation – the total of an employee’s pay and benefits * Types of Compensation * Base pay – Wages are paid on hourly basis; Salary is based on a longer time period * Wage and salary add-ons – includes overtime pay, shift differential, premium pay for working weekends & holidays * Incentive pay – (a.k.a. “variable pay”) is “pay for performance”, and commonly includes pieces work in production and commission sales. * Benefits – Indirect compensation that provides something of value to the employee * Skill-Based or Competency-Based Pay? * Pay members of workforce for individual skills or competencies that they bring to work, whether or note necessary to do their current job * Competency * Individuals knowledge in a particular area * Skills * Ability to apply the knowledge set in the field * At, Above, or Below the Market? * What you would pay for employees in relation to the market * Efficiency wage theory * Higher wages, get higher production * Wage Compression * Occurs when new employees require higher starting pay than the historical norm, causing narrowing of the pay gap between experienced and new employees * Fair Labor Standards Act * Minimum wage, overtime issues, child labor rules for U.S. based businesses * Minimum wage – the lowest hourly rate of pay generally permissible by federal law ...
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...identifies important topical knowledge areas required of individuals employed in airport operations and management positions. A total of 116 airport managers and airfield operations personnel responded to a survey that sought to identify the importance of various subject matter for entry level airport operations personnel. The results from this study add to the body of research on aviation management curriculum development and can be used to better develop university curriculum and supplemental training focused on airport management and operations. Recommendations are made for specialized airport courses within aviation management programs. Further, this study identifies for job seekers or individuals employed in entry level positions those knowledge requirements deemed important by airport managers and operations personnel at different sized airports. INTRODUCTION In a speech given at the fifth annual General Aviation Forecast Conference, then University Aviation Association (UAA) President James E. Crehan called upon the aviation industry to define future personnel needs in terms of entry level qualifications and experiences so that UAA member institutions could respond to those needs. Previously, Lehrer (1992) had brought to the attention of the aviation community the increasing emphasis of university and college accrediting bodies to assess the learning that occurs within an aviation program. He raised the question of what skills, knowledge and values should a well educated aviation...
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...Case Analysis: Recruitment of a Star PROBLEM STATEMENT To recruit a suitable replacement for RSH’s star analyst Peter Thompson PESTC Analysis Political – Nil Economic:- * Increased shuffling of jobs. Social:- * The environment required rigid competencies, high stamina, great communication skills, and frequent client interaction. * The industry average retirement age was approximately 45 to 50. Technological:- * Intensive use of technologies in research. * Due to high competition, staying updated with latest technology provided the edge for firms against its competitors. * Many analysts were expected to provide prompt response to clients’ needs and come up with latest financial instruments benefitting both company and clients. SWOT of RSH: Strengths:- 1. Work culture- Many analyst and industry experts believed that RSH work culture was one of the main competitive advantages. This is so as the company gave space to its analysts to work and allowed and encouraged team work. This ensured the employees felt secured about their job thereby addressing the employees need for safety and social needs. 2. Working in team helped to co-ordinate and achieve more. The employees felt that being part of a team served them well. The company hence satisfied their need for affiliation. 3. The interpersonal relations among employees were good and ensured harmony among them. 4. With seniors helping juniors learn about the industry...
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