Across all performance areas (or dimensions) that can be rated, supervisors are the best raters of employee performance.

In Beck et al.’s (2014) response to O’Boyle and Aguinis (2012), a Paretian (i.e., power law or exponential or skewed) distribution consistently fit the performance data BETTER than a Gaussian (i.e., normal or bell curve) distribution.

The difference between performance appraisal and performance management is that one is typically a once-a-year evaluation and review while the other is an ongoing system of evaluation and feedback.

Among the earliest employees whose performance was monitored electronically were telephone operators

Annual performance appraisal meetings falling on the anniversary date of the employee’s hire date are the ideal method of communicating performance expectations to the employee.

To maximize merit increases, to encourage employees, to promote undesired employees out of the unit, and to make supervisors look good to their own managers are all reasons to __________ supervisor ratings of employees.

Behaviorally Anchored Rating Scales (BARS) base the measurement of behavior on comparing employees with one another.

A practical implication of O’Boyle and Aguinis’s (2012) research on the distribution of job performance, star performers, and so forth is that organizations should use a forced distribution method for performance appraisal whereby supervisors start with a normal distribution and are then forced to place each subordinate into a specific category within the normal distribution.

Typical and maximum performance measures are very highly positively correlated with each other.

Performance standards are statements of important and measurable outcomes.