HRM & OB 1
Control Questions
Control Questions
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Kartei Details
Karten | 89 |
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Sprache | English |
Kategorie | BWL |
Stufe | Universität |
Erstellt / Aktualisiert | 21.06.2025 / 22.06.2025 |
Weblink |
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Einbinden |
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To what extent and how is mentoring valuable for leadership?
- Mentoring supports leader development, builds confidence, provides feedback.
- Especially important in succession planning and for developing emerging leaders.
- Helps transfer tacit knowledge and organizational values.
How can effective leaders be selected and developed?
- Use personality and ability assessments (e.g. Big Five, EI).
- Provide leadership training, coaching, 360° feedback.
- Assign challenging tasks and mentoring to grow leadership capacity.
- Foster a leadership pipeline through career development programs.
What is performance management and what is personnel appraisal?
- Performance Management (PM) is a continuous, goal-oriented process that aligns individual and team performance with organizational goals. It includes goal setting, feedback, coaching, evaluation, and development.
- Personnel Appraisal (or performance appraisal) is a component of PM — a formal process used to evaluate and document an employee’s performance, often annually.
What are the three common goals of performance management?
- Strategic Alignment – Ensuring individual goals contribute to organizational success.
- Motivation & Development – Providing feedback and opportunities for employee growth.
- Administrative Use – Supporting decisions on promotions, rewards, or terminations.
What are SMART objectives?
SMART objectives define effective goals:
- Specific – Clearly defined and focused
- Measurable – Quantifiable, trackable
- Attractive – Meaningful and motivating to the employee
- Reachable – Realistic and achievable
- Time-related – Set within a timeframe
Example: “Increase customer satisfaction score from 82% to 88% by December.”
What assessment errors can occur?
- Halo effect – One strong trait overshadows others
- Recency effect – Overweighting recent events
- Central tendency – Avoiding extreme ratings
- Leniency/Strictness – Rating too easily or too harshly
- Stereotyping/Similarity bias – Judging based on personal biases
Solution: Use structured formats and trained raters.
What challenges and criticism of traditional performance management arise?
- Seen as bureaucratic and demotivating
- Focused on past performance, not future development
- Annual cycles are too infrequent for modern, agile workplaces
- Disconnect between ratings and actual improvement
- Creates stress and fear, especially if tied to bonuses
What new trends in performance management are emerging?
- Continuous feedback over annual reviews
- Development-focused coaching instead of judgment
- Decoupling performance reviews from pay decisions
- Use of tech platforms (e.g., feedback apps)
- Agile PM systems with short goal cycles (quarterly OKRs)
- Emphasis on employee engagement, growth, and dialogue