8.13 Key Terms

360º Feedback model seeks to create unity in the workplace through multi-source assessments. The model achieves this through offering different perspectives on a person’s skills, behaviours, abilities, and performance, as well as alleviating the biases often found with single-source assessments. The model also provides the opportunity for individuals to rate themselves as well as others. (8.5)

Absconding is when the employee leaves the organization without resigning and following the normal process. (8.12)

Alternative dispute resolution (ADR) is when an unbiased third party looks at the facts in the case and tries to help the parties come to an agreement. (8.12)

Arbitration is when a person reviews the case and makes a resolution or a decision on the situation. (8.12)

A balanced scoreboard is a management system that aligns the company goals into a set of performance objectives and is measured, monitored, and changed as needed to ensure all the goals are met. (8.3)

Behaviour pattern can occur when the employee does not think the incident is a big deal because he has not been corrected before or may not even realize he is doing something wrong. (8.11)

Checklist scale is a series of questions being asked, and the manager simply responds yes or no to the questions, which can fall into either the behavioural or the trait method, or both. (8.6)

Comparative methods compare one employee with other employees. Finally, results methods are focused on objective employee accomplishments. Note that many organizations will use these methods in combination. (8.6)

Contamination occurs when extraneous elements (i.e., factors that are unrelated to performance) influence the evaluation. (8.3)

Critical incident appraisal is when the manager records examples of the employee’s effective and ineffective behaviour during the time period between evaluations, which is in the behavioural category. (8.6)

Deficiency occurs when the measure fails to capture the entire range of performance. (8.3)

Discipline is defined as the process that corrects undesirable behaviour. (8.11)

Essay appraisal is when the evaluator answers a series of questions about the employee’s performance in essay form. (8.6)

Graphic rating scale, a trait method, is perhaps the most popular choice for performance evaluations. (8.6)

Interest-based bargaining union representation at the investigative interview. (8.12)

Investigative interview is a meeting where the employee is made aware of the discipline issue. (8.12)

Management by Objectives (MBO) whereby executive management discussed organizational goals and set objectives for employees based on those goals to be evaluated upon completed of the goals and objectives. (8.5)

Mandated issue is a serious performance issue and must be addressed immediately. (8.11)

Mediation is when a third party facilitates the resolution process, but the results of the process are not binding for either party. (8.12)

Mixed standard scale, which is similar to a graphic rating scale. This scale includes a series of mixed statements representing excellent, average, and poor performance, and the manager is asked to rate a “+” (performance is better than stated), “0” (performance is at stated level), or “−” (performance is below stated level). (8.6)

Ombudsman system is when a person is selected (or elected) to be the designated individual for employees to go to should they have a complaint or an issue with a discipline procedure. (8.12)

Peer resolution system is when a committee of management and employees is formed to review employee complaints or discipline issues. (8.12)

Performance management system is an integrated set of processes aimed at helping employees contribute to organizational effectiveness. (8.1)

Persistent pattern is when an employee has been corrected for a behaviour pattern but continues to exhibit the same behaviour. (8.11)

Problem-solving interview: the employee and the manager discuss the things that are going well and those that are not going well, which can make for a more productive discussion. (8.9)

Progressive discipline process is a series of steps that take corrective action on non-performance issues. (8.12)

Reliability refers to how consistent the same measuring tool works throughout the organization (or job title). (8.3)

Resignation means the employee chooses to leave the organization. (8.12)

Rightsizing refers to the process of reducing the total size of employees to ultimately save on costs. (8.12)

Severance package can include pay, benefits, or other compensation for which an employee is entitled when they leave the organization. (8.12)

Single incident this type of misstep a development opportunity for your employee. (8.11)

Step-review system is when the performance issue is reviewed by consecutively higher levels of management, should there be disagreement by the employee in a discipline procedure. (8.12)

Tell and listen interview is when the manager communicates feedback and then addresses the employee’s thoughts about the interview. (8.9)

Tell and sell interview. Is when the manager does most of the talking and passes his or her view to the employee. (8.9)

Validity is the extent to which the tool measures the relevant aspects of performance. (8.3)

Work standards approach could be the more effective way of evaluating employees for certain specific jobs in which productivity is essential. With this results-focused approach, a minimum level is set and the employee’s performance evaluation is based on this level. (8.9)

Wrongful termination means an employer has fired or laid off an employee for illegal reasons, such as violation of discrimination laws or violation of oral and/or written employee agreements. (8.11)