Question 1

Sound performance management programs make a clear connection between employee goals and incentives.

Accepted Answer

A) True 
 B)False  False

Question 2

An effective performance management system requires the involvement of industry experts to determine the indicators of performance.

Accepted Answer

A) True 
 B)False  True

Question 3

The halo effect is a rater bias that occurs when an evaluator tends to think highly of all employees and evaluates all employees as "satisfactory" or "average" regardless of their actual performance

Accepted Answer

A) True 
 B)False  False

Question 4

The leniency bias occurs when raters are consistently too easy in evaluating employee performance.

Accepted Answer

A) True 
 B)False

Question 5

A high number of poor performers within an organization could indicate errors elsewhere in the human resource management function.

Accepted Answer

A) True 
 B)False

Question 6

The management-by-objectives approach to performance appraisal is future-oriented.

Accepted Answer

A) True 
 B)False

Question 7

The performance appraisal process and identifying valid performance measurements are the two elements that make up performance management systems.

Accepted Answer

A) True 
 B)False

Question 8

Which of the performance evaluation methods uses critical incidents but measures the frequency of those behaviours occurring with scales ranging from high to low?

Accepted Answer

A)  the rating scale method 
B)  the forced distribution method 
C)  the ranking method 
D)  the behaviourally anchored rating scale 
E)  the behaviour observation scale 
A)  the rating scale method 
B)  the forced distribution method 
C)  the ranking method 
D)  the behaviourally anchored rating scale 
E)  the behaviour observation scale

Question 9

Which of the following is a way for organizations to give poor-performing employees the opportunity to succeed, while still holding them accountable for past performance?

Accepted Answer

A)  a performance management plan 
B)  a performance improvement plan 
C)  an action plan 
D)  a career plan 
E)  a human resource plan 
A)  a performance management plan 
B)  a performance improvement plan 
C)  an action plan 
D)  a career plan 
E)  a human resource plan

Question 10

Which of the following characteristics is associated with the "linking up" approach to aligning organizational and individual goals?

Accepted Answer

A)  it produces less meaningful goals than the cascading approach 
B)  goals risk being distorted as they move through the chain 
C)  it is time-consuming to set up 
D)  it allows for a direct line of sight between the individual goals and the organization's objectives 
E)  it ensures that goals at the unit and team levels cascade into organizational goals 
A)  it produces less meaningful goals than the cascading approach 
B)  goals risk being distorted as they move through the chain 
C)  it is time-consuming to set up 
D)  it allows for a direct line of sight between the individual goals and the organization's objectives 
E)  it ensures that goals at the unit and team levels cascade into organizational goals

Question 11

Job analysis impacts performance appraisal by:

Accepted Answer

A)  uncovering specific performance criteria 
B)  providing different methods to evaluate performance 
C)  guiding administrative decisions 
D)  identifying individuals within the organization for development 
E)  outlining plans to improve performance 
A)  uncovering specific performance criteria 
B)  providing different methods to evaluate performance 
C)  guiding administrative decisions 
D)  identifying individuals within the organization for development 
E)  outlining plans to improve performance

Question 12

Which of the following tools categorizes employees as future, current, and consistent stars?

Accepted Answer

A)  succession plans 
B)  biographical information blanks 
C)  career paths 
D)  9-box grids 
E)  ability tests 
A)  succession plans 
B)  biographical information blanks 
C)  career paths 
D)  9-box grids 
E)  ability tests

Question 13

The 360-degree performance appraisal is most appropriate for which of the following purposes?

Accepted Answer

A)  employee development 
B)  administrative 
C)  career planning 
D)  determining pay raises 
E)  making decisions about promotions 
A)  employee development 
B)  administrative 
C)  career planning 
D)  determining pay raises 
E)  making decisions about promotions

Question 14

Performance management systems should be:

Accepted Answer

A)  simple and practical 
B)  complex and practical 
C)  proactive and complex 
D)  simple and proactive 
E)  complicated and reactive 
A)  simple and practical 
B)  complex and practical 
C)  proactive and complex 
D)  simple and proactive 
E)  complicated and reactive

Question 15

Which of the following appraisal approaches is future-oriented?

Accepted Answer

A)  management-by-objectives 
B)  performance tests 
C)  behavioural observation scale 
D)  behaviourally anchored rating scales 
E)  observations 
A)  management-by-objectives 
B)  performance tests 
C)  behavioural observation scale 
D)  behaviourally anchored rating scales 
E)  observations

Question 16

An employee categorized as a current star who is awarded an opportunity to participate in a leadership training program has received which type of developmental opportunity?

Accepted Answer

A)  an opportunity to gain access to senior employees of the organization 
B)  a mentorship activity 
C)  inclusion in an event that increases employee visibility 
D)  a specific work assignment 
E)  an educational opportunity 
A)  an opportunity to gain access to senior employees of the organization 
B)  a mentorship activity 
C)  inclusion in an event that increases employee visibility 
D)  a specific work assignment 
E)  an educational opportunity

Question 17

Which of the following are key benchmarks for performance appraisal systems?

Accepted Answer

A)  working conditions 
B)  performance standards 
C)  a competency matrix 
D)  assessment centres 
E)  biodata 
A)  working conditions 
B)  performance standards 
C)  a competency matrix 
D)  assessment centres 
E)  biodata

Question 18

Improvements to employee performance are significantly higher when supervisors set general as opposed to specific goals.

Accepted Answer

A) True 
 B)False

Question 19

Performance measures are defined as:

Accepted Answer

A)  the benchmarks against which performance is measured 
B)  the ratings used to evaluate performance 
C)  the process by which organizations evaluate performance over a period of time 
D)  the standards developed from observation and discussion with supervisors 
E)  accurate pictures of job performance 
A)  the benchmarks against which performance is measured 
B)  the ratings used to evaluate performance 
C)  the process by which organizations evaluate performance over a period of time 
D)  the standards developed from observation and discussion with supervisors 
E)  accurate pictures of job performance

Question 20

Conducting a thorough job analysis contributes to the legal defensibility of performance appraisals.

Accepted Answer

A) True 
 B)False

Sound performance management programs make a clear connection between employee goals and incentives.

An effective performance management system requires the involvement of industry experts to determine the indicators of performance.

The halo effect is a rater bias that occurs when an evaluator tends to think highly of all employees and evaluates all employees as "satisfactory" or "average" regardless of their actual performance

The leniency bias occurs when raters are consistently too easy in evaluating employee performance.

A high number of poor performers within an organization could indicate errors elsewhere in the human resource management function.

The management-by-objectives approach to performance appraisal is future-oriented.

The performance appraisal process and identifying valid performance measurements are the two elements that make up performance management systems.

Which of the performance evaluation methods uses critical incidents but measures the frequency of those behaviours occurring with scales ranging from high to low?

Which of the following is a way for organizations to give poor-performing employees the opportunity to succeed, while still holding them accountable for past performance?

Which of the following characteristics is associated with the "linking up" approach to aligning organizational and individual goals?

Job analysis impacts performance appraisal by:

Which of the following tools categorizes employees as future, current, and consistent stars?

The 360-degree performance appraisal is most appropriate for which of the following purposes?

Performance management systems should be:

Which of the following appraisal approaches is future-oriented?

An employee categorized as a current star who is awarded an opportunity to participate in a leadership training program has received which type of developmental opportunity?

Which of the following are key benchmarks for performance appraisal systems?

Improvements to employee performance are significantly higher when supervisors set general as opposed to specific goals.

Performance measures are defined as:

Conducting a thorough job analysis contributes to the legal defensibility of performance appraisals.

Strategic Human Resource Management

Job Analysis and Design

Human Resource Planning

Legal Requirements and Managing Diversity

Recruitment

Selection

Onboarding, Training and Development, and Career Planning

Compensation Management

Employee Benefits and Services

Managing Employee Relations

Ensuring Health and Safety at the Workplace

The Union-Management Framework

Filters

Exam 8: Performance Management

Sound performance management programs make a clear connection between employee goals and incentives.

An effective performance management system requires the involvement of industry experts to determine the indicators of performance.

The halo effect is a rater bias that occurs when an evaluator tends to think highly of all employees and evaluates all employees as "satisfactory" or "average" regardless of their actual performance

The leniency bias occurs when raters are consistently too easy in evaluating employee performance.

A high number of poor performers within an organization could indicate errors elsewhere in the human resource management function.

The management-by-objectives approach to performance appraisal is future-oriented.

The performance appraisal process and identifying valid performance measurements are the two elements that make up performance management systems.

Which of the performance evaluation methods uses critical incidents but measures the frequency of those behaviours occurring with scales ranging from high to low?

Which of the following is a way for organizations to give poor-performing employees the opportunity to succeed, while still holding them accountable for past performance?

Which of the following characteristics is associated with the "linking up" approach to aligning organizational and individual goals?

Job analysis impacts performance appraisal by:

Which of the following tools categorizes employees as future, current, and consistent stars?

The 360-degree performance appraisal is most appropriate for which of the following purposes?

Performance management systems should be:

Which of the following appraisal approaches is future-oriented?

An employee categorized as a current star who is awarded an opportunity to participate in a leadership training program has received which type of developmental opportunity?

Which of the following are key benchmarks for performance appraisal systems?

Improvements to employee performance are significantly higher when supervisors set general as opposed to specific goals.

Performance measures are defined as:

Conducting a thorough job analysis contributes to the legal defensibility of performance appraisals.

Strategic Human Resource Management

Job Analysis and Design

Human Resource Planning

Legal Requirements and Managing Diversity

Recruitment

Selection

Onboarding, Training and Development, and Career Planning

Compensation Management

Employee Benefits and Services

Managing Employee Relations

Ensuring Health and Safety at the Workplace

The Union-Management Framework

Filters