Exam 8: Performance and Talent Management

Wilson Consulting is a management consulting firm with seventy employees. As associate vice president of marketing, Suzanne Boyle is responsible for conducting performance appraisals of the twelve employees under her direct supervision. Suzanne plans to use a graphic rating scale to evaluate the performance of her subordinates. Which of the following, if true, best supports the argument that a graphic rating scale is the most appropriate performance appraisal tool for Suzanne to use?

Which personality trait is associated with performance appraisal ratings that are too strict?

Which component of performance management refers to communicating a firm's higher-level goals throughout the organization and then translating them into departmental and individual goals?

Which of the following is a performance appraisal problem that occurs when a supervisor's rating of a subordinate on one trait biases the rating of that person on other traits?

What guidelines should supervisors follow to hold effective and legally defensible appraisals? How can rating committees improve the fairness of the appraisal process?

Which of the following would most likely result in a legally questionable appraisal process?

When conducting an appraisal interview, supervisors should do all of the following EXCEPT ________.

The continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organization's goals is known as ________.

Oshman manufactures small kitchen appliances, such as blenders, toasters, and mixers. The firm has nearly 80,000 employees in 22 countries. Employees receive annual performance appraisals from their supervisors that combine critical incidents with a graphic rating scale. However, the firm's CEO advocates shifting from performance appraisals to performance management in an attempt to make Oshman more competitive and performance driven. All of the following questions are relevant to Oshman's decision to replace its traditional appraisal methods with the performance management approach EXCEPT ________.

The process of evaluating an employee's current and/or past performance relative to his or her performance standards is called ________.

Wilson Consulting is a management consulting firm with seventy employees. As associate vice president of marketing, Suzanne Boyle is responsible for conducting performance appraisals of the twelve employees under her direct supervision. Suzanne plans to use the behaviorally anchored rating scale (BARS) to evaluate the performance of her subordinates. Which of the following, if true, supports the argument that BARS is the most appropriate performance appraisal tool for Suzanne to use?

Peer appraisals have been shown to have a positive effect on improving task motivation, communication, cohesion, and satisfaction.

Which of the following is the primary advantage of using graphic rating scales as performance appraisal tools?

Upward feedback primarily helps top-level managers to ________.

Central tendency is defined as the influence of a rater's general impression on ratings of specific ratee qualities.

A supervisor who frequently rates all employees as average on performance appraisals most likely has a problem known as ________.

According to the text, Ball Corporation improved production by ________.

Which of the following is NOT one of the recommended guidelines for setting effective employee goals?

What are the six basic elements of a performance management program?

Managers at Watson Pharmaceuticals e-mail subordinates weekly progress and exception reports. The reports are based on the employee's progress toward meeting performance goals. Watson Pharmaceuticals most likely uses ________.