WGU D351 Functions of Human Resource Management
terms Questions and Answers
Valence refers to the value a person places on the outcome or reward because not all
people value the same reward
Motivation Motivation = Expectancy X Instrumentality X Valence
Three types of job evaluation Job ranking, Point-factor, Factor comparison method.
Job-ranking the process of putting jobs in order from lowest to highest or vice versa, in
terms of value to the company. However, it has limited usefulness because it is subjective.
Point-factor :attempts to be completely objective in form. They break a job down into
component skills or abilities, known as factors, and then apply points to each factor based on its
difficulty.
The factor comparison method combines the job-ranking and point-factor methods to
provide a more thorough form of job evaluation. It identifies benchmark jobs and then analyzes
and rank-orders them.
Reinforcement Theory of Motivation States that behavior is a function of its
consequences—an individual will repeat behavior that led to positive consequences and avoid
behavior that has had negative effects
,Halo error occurs when the evaluator forms a generally positive impression of an
individual and then artificially extends that general impression to many of that individual's
categories of performance that may be lower to create an overall evaluation of the individual that
is positive. (can also extend to negative first impression creating an overall negative impression,
this is called "horns error".)
Severity or strictness error the rater evaluates everyone or nearly everyone as below
average.
Central tendency error the rater evaluates everyone under their control as average—
meaning nobody is rated as either really good or really bad.
Leniency error the rater evaluates everyone as above average—meaning it is basically a
form of grade inflation.
Similarity error the rater gives better evaluations to subordinates who they consider more
similar to themselves and poorer evaluations to subordinates who they consider to be different
from themselves.
Proximity error states that similar marks may be given to items that are near (in other
words, proximate to) each other on the performance appraisal form, regardless of differences in
performance on those measures. For instance, if we mark the first three items as "meets
expectations," we tend to continue marking the same way on down the form.
,Recency Error the rater uses only the last few weeks of a rating period as evidence when
putting together performance ratings. For instance, if a warehouse worker has been a strong
performer for most of the appraisal period, but right before his annual evaluation, he accidentally
set a fire, he may be rated poorly due to recency error. (to avoid this the critical incidents
evaluation helps managers with their recall of objective events)
Contrast Error the rater compares and contrasts performance between two employees,
rather than using absolute measures of performance to assess each employee. For example, the
rater may contrast a good performer with an outstanding performer; then, as a result of the
significant contrast, the good performer seems to be "below average."
Attribution Error attribution is a process in which an individual makes assumptions about
the reasons or motivations (such as attitudes, values, or beliefs) for an observed behavior.
Absenteeism The failure of an employee to report to the workplace as scheduled
Accountability The personal duty to someone else (a higher-level manager or the
organization itself) for the effective use of resources to complete an assignment
Active listening The intention and ability to listen to others, use the content and context of
the communication, and respond appropriately
Adverse employment action Any action, such as firings, demotions, schedule reductions,
or changes, that would harm the individual employee
, Affirmative action A series of policies, programs, and initiatives that have been instituted
by various entities within both government and the private sector that are designed to prefer
hiring of individuals from protected groups in certain circumstances in an attempt to mitigate
past discrimination
Arbitrator A neutral third party who resolves a conflict by making a binding decision
Assessment center A place where job applicants undergo a series of tests, interviews, and
simulated experiences to determine their potential for a particular job
Authority The right to give orders, enforce obedience, make decisions, and commit
resources toward completing organizational goals
Autocratic style of management Highly directive and low in supportiveness. Appropriate
when interacting with low-capability employees.
Consultative style of management Highly directive and highly supportive behavior, is
appropriate when interacting with moderately capable employees. Give specific instructions, and
oversee performance at all major stages of a task.
Participative style of management Low directive behavior and high supportive behavior,
and it is appropriate when interacting with employees with high capability. Spend a small
amount of time giving general directions and a great deal of time giving encouragement.
terms Questions and Answers
Valence refers to the value a person places on the outcome or reward because not all
people value the same reward
Motivation Motivation = Expectancy X Instrumentality X Valence
Three types of job evaluation Job ranking, Point-factor, Factor comparison method.
Job-ranking the process of putting jobs in order from lowest to highest or vice versa, in
terms of value to the company. However, it has limited usefulness because it is subjective.
Point-factor :attempts to be completely objective in form. They break a job down into
component skills or abilities, known as factors, and then apply points to each factor based on its
difficulty.
The factor comparison method combines the job-ranking and point-factor methods to
provide a more thorough form of job evaluation. It identifies benchmark jobs and then analyzes
and rank-orders them.
Reinforcement Theory of Motivation States that behavior is a function of its
consequences—an individual will repeat behavior that led to positive consequences and avoid
behavior that has had negative effects
,Halo error occurs when the evaluator forms a generally positive impression of an
individual and then artificially extends that general impression to many of that individual's
categories of performance that may be lower to create an overall evaluation of the individual that
is positive. (can also extend to negative first impression creating an overall negative impression,
this is called "horns error".)
Severity or strictness error the rater evaluates everyone or nearly everyone as below
average.
Central tendency error the rater evaluates everyone under their control as average—
meaning nobody is rated as either really good or really bad.
Leniency error the rater evaluates everyone as above average—meaning it is basically a
form of grade inflation.
Similarity error the rater gives better evaluations to subordinates who they consider more
similar to themselves and poorer evaluations to subordinates who they consider to be different
from themselves.
Proximity error states that similar marks may be given to items that are near (in other
words, proximate to) each other on the performance appraisal form, regardless of differences in
performance on those measures. For instance, if we mark the first three items as "meets
expectations," we tend to continue marking the same way on down the form.
,Recency Error the rater uses only the last few weeks of a rating period as evidence when
putting together performance ratings. For instance, if a warehouse worker has been a strong
performer for most of the appraisal period, but right before his annual evaluation, he accidentally
set a fire, he may be rated poorly due to recency error. (to avoid this the critical incidents
evaluation helps managers with their recall of objective events)
Contrast Error the rater compares and contrasts performance between two employees,
rather than using absolute measures of performance to assess each employee. For example, the
rater may contrast a good performer with an outstanding performer; then, as a result of the
significant contrast, the good performer seems to be "below average."
Attribution Error attribution is a process in which an individual makes assumptions about
the reasons or motivations (such as attitudes, values, or beliefs) for an observed behavior.
Absenteeism The failure of an employee to report to the workplace as scheduled
Accountability The personal duty to someone else (a higher-level manager or the
organization itself) for the effective use of resources to complete an assignment
Active listening The intention and ability to listen to others, use the content and context of
the communication, and respond appropriately
Adverse employment action Any action, such as firings, demotions, schedule reductions,
or changes, that would harm the individual employee
, Affirmative action A series of policies, programs, and initiatives that have been instituted
by various entities within both government and the private sector that are designed to prefer
hiring of individuals from protected groups in certain circumstances in an attempt to mitigate
past discrimination
Arbitrator A neutral third party who resolves a conflict by making a binding decision
Assessment center A place where job applicants undergo a series of tests, interviews, and
simulated experiences to determine their potential for a particular job
Authority The right to give orders, enforce obedience, make decisions, and commit
resources toward completing organizational goals
Autocratic style of management Highly directive and low in supportiveness. Appropriate
when interacting with low-capability employees.
Consultative style of management Highly directive and highly supportive behavior, is
appropriate when interacting with moderately capable employees. Give specific instructions, and
oversee performance at all major stages of a task.
Participative style of management Low directive behavior and high supportive behavior,
and it is appropriate when interacting with employees with high capability. Spend a small
amount of time giving general directions and a great deal of time giving encouragement.
