Criteria for Conducting Evaluation
Once a company has determined, through job analysis and design,what kind of performance it expects from its employees, it needs todevelop ways to measure that performance. Five criteria should beconsidered when designing performance evaluation measures. First,strategic congruence—alignment with an organization’s corporatestrategy, goals, and culture—should be assessed. Next, the companymust verify that each measure is valid (relevant) and reliable(consistent). Acceptability of the performance measure is also animportant factor to consider. Finally, specificity—the amount ofguidance the measure provides employees—should also be evaluated.In this exercise, please read the mini-case and answer thequestions that follow. Heavenly Handbags was almost ready to rollout the newest version of its performance evaluation form to itssales associates. It had decided to revamp the performanceevaluation process to make it more effective and use it as a meansto improve employee performance. One element that was added to theform was diversity effectiveness. Heavenly Handbags wanted toemphasize a factor that it believed would give it a competitiveedge over other organizations. It created a behavioral diversitymeasure that assessed employees' ability to interact with a varietyof customers, their use of cultural norms when interacting withco-workers who were different from themselves, and their ability topromote awareness of diversity in the organization. These behaviorswere consistent with the overall approach and culture of thecompany. It also included a measure of actual sales, regardless ofgeographical area. Heavenly Handbags assessed with its newperformance measure not only for the consistency with theorganizational viewpoints, but also because it produced commonresults. In order to assess this aspect, it did two things. First,it had multiple raters evaluate the same individuals to ensure thatthey gave similar ratings. Then, the raters evaluated individualsacross multiple time periods to review the consistency over time.Another element evaluated on the performance measure was therelevancy of the content. Heavenly Handbags wanted to make surethat the measure assessed all aspects of performance that wererelevant to the job and that employees could understand why theywere measuring each factor, including sales, service, diversity,and interpersonal skills, and that the measures of these factorswere fair. Finally, Heavenly Handbags clearly identified theguidelines and expectations that would be used in evaluatingperformance.
1).Having multiple raters evaluate the same employee's jobperformance to ensure consistency is a way to assess which of thefollowing?
A).Validity
B). Test–retest reliability
C). Internal consistency
D). Interrater reliability
2). Since comparing actual sales figures across differentregions is dependent on the territory rather than the actualperformance of the sales associate, this measure may be
A). Deficient
B). Valid
C). Contaminated
D). Unreliable
3). The range to which a performance management system derivesemployee job performance that is in line with its strategy, goals,and culture is called
A). Specificity
B). Validity
C). Strategic congruence
D). Internal consistency
4). Evaluating individuals across multiple time periods wouldprovide Heavenly Handbags information related to
A). Test–retest reliability
B). Content validity
C). Interrater reliability
D). Internal consistency
5). Examining the factors included in the performance measuresat Heavenly Handbags, and determining whether the people using themconsider them fair, satisfactory, or adequate, is known as
A). Strategic congruence
b). Test–retest reliability
C). Internal consistency
D). Acceptability
