Question 1

Which of the following statements would you NOT associate with a multisource/360-degree feedback process?

Accepted Answer

A)  They tend to be seen by recipients as fair. 
B)  They are more accurate than single-source processes. 
C)  They tend to be more effective when results are linked to merit pay. 
D)  They are more credible to the recipient. 
A)  They tend to be seen by recipients as fair. 
B)  They are more accurate than single-source processes. 
C)  They tend to be more effective when results are linked to merit pay. 
D)  They are more credible to the recipient. C

Question 2

As a human resource professional, you have been asked by management to provide a list of potential issues associated with having subordinates provide feedback to be used in a performance review process for a manager. Which of the following would NOT be included in your list?

Accepted Answer

A)  Subordinates' assessments tend to be less accurate than peers. 
B)  Subordinates' assessments work well in companies using a high-involvement management strategy. 
C)  Subordinates simply are not capable of assessing the performance of a manager. 
D)  The current management strategy being used at an organization should be considered. 
A)  Subordinates' assessments tend to be less accurate than peers. 
B)  Subordinates' assessments work well in companies using a high-involvement management strategy. 
C)  Subordinates simply are not capable of assessing the performance of a manager. 
D)  The current management strategy being used at an organization should be considered. C

Question 3

You have been tasked with developing an effective merit system for an organization. What critical issues would you have to address to ensure the merit system is effective?

Accepted Answer

answers should draw on elements from the eight questions identified on page 374, including:
- what the objectives of the system should be
- what the most appropriate measurement system is
- how frequently appraisals should be conducted
- how appraisals are to be linked to pay
- how feedback should be provided
- how procedural justice is to be achieved
- how raters are to be trained and evaluated
- how the system is to be evaluated

Question 4

Which source uses many different rating groups to evaluate the employee's performance?

Accepted Answer

A)  professional raters 
B)  tiered supervisors 
C)  360-degree feedback 
D)  field review 
A)  professional raters 
B)  tiered supervisors 
C)  360-degree feedback 
D)  field review

Question 5

Which of the following performance appraisal methods is congruent with a management approach that dictates that no more than 15 percent of employees are to be rated as excellent, commanding a top percentage increase in merit pay?

Accepted Answer

A)  forced distribution 
B)  paired comparison 
C)  behaviourally anchored rating scales 
D)  field review 
A)  forced distribution 
B)  paired comparison 
C)  behaviourally anchored rating scales 
D)  field review

Question 6

Which of the following performance appraisal methods builds on the behavioural anchored rating scales by requiring that management provide a "frequency rating" associated with positive behaviour?

Accepted Answer

A)  behaviourally anchored rating scales 
B)  graphic rating scale 
C)  behavioural observation scale 
D)  ranking and forced distribution 
A)  behaviourally anchored rating scales 
B)  graphic rating scale 
C)  behavioural observation scale 
D)  ranking and forced distribution

Question 7

Which of the following statements is NOT consistent with research on performance appraisals?

Accepted Answer

A)  The vast majority of medium to large organizations use some type of performance appraisal process. 
B)  The attempt to capture both developmental and compensation variables in performance appraisal may create reliability and validity issues. 
C)  Managers and employees appear to be equally dissatisfied with performance appraisal systems. 
D)  An employee's performance level impacts appraisal results much more than rater bias. 
A)  The vast majority of medium to large organizations use some type of performance appraisal process. 
B)  The attempt to capture both developmental and compensation variables in performance appraisal may create reliability and validity issues. 
C)  Managers and employees appear to be equally dissatisfied with performance appraisal systems. 
D)  An employee's performance level impacts appraisal results much more than rater bias.

Question 8

Three main categories capture the primary reasons why companies conduct performance appraisals: administrative, symbolic, and supervisory.

Accepted Answer

A) True 
 B)False

Question 9

Including a self-appraisal component in the performance appraisal process encourages employees to reflect on the performance of peers

Accepted Answer

A) True 
 B)False

Question 10

Which of the following statements would best summarize the general sentiment expressed by stakeholders in describing performance appraisals in Canada?

Accepted Answer

A)  Managers find the process much more worthwhile than employees. 
B)  A great majority of companies tend to pick one process and stick with it over long periods of time. 
C)  Managers and employees have little faith that the process leads to valid and reliable results. 
D)  Employees are much more likely to embrace and find the process valuable. 
A)  Managers find the process much more worthwhile than employees. 
B)  A great majority of companies tend to pick one process and stick with it over long periods of time. 
C)  Managers and employees have little faith that the process leads to valid and reliable results. 
D)  Employees are much more likely to embrace and find the process valuable.

Question 11

Which of the following is NOT a key element of performance management?

Accepted Answer

A)  goal setting 
B)  encouragement and support 
C)  feedback 
D)  multisource input 
A)  goal setting 
B)  encouragement and support 
C)  feedback 
D)  multisource input

Question 12

Organizations using a classical management strategy tend to gravitate towards subordinate appraisals as a source of feedback to populate performance appraisals.

Accepted Answer

A) True 
 B)False

Question 13

You have designed your merit pay grid so that employees with a "satisfactory" performance rating receive no merit increase if they are in the third and fourth quartiles, and a three or four percent merit increase if they are in the first or second quartile. What is the logic behind your decision?

Accepted Answer

A)  You believe that employees paid above the midpoint have already been rewarded for "satisfactory" work. 
B)  You believe that this practice ensures procedural justice. 
C)  You believe that it is important to maintain a compa-ratio of less than 1. 
D)  You believe that pay raises should constitute a "just noticeable difference." 
A)  You believe that employees paid above the midpoint have already been rewarded for "satisfactory" work. 
B)  You believe that this practice ensures procedural justice. 
C)  You believe that it is important to maintain a compa-ratio of less than 1. 
D)  You believe that pay raises should constitute a "just noticeable difference."

Question 14

John, a sales manager with a local coffee distributor, sits down with each salesperson at the beginning of the fiscal year to determine performance targets for the year. Then, on a regular basis, John reviews each employee's performance against these jointly determined targets. What performance appraisal method is John likely using?

Accepted Answer

A)  graphic rating scale 
B)  management by objectives 
C)  results anchored rating scales 
D)  behavioural observation scales 
A)  graphic rating scale 
B)  management by objectives 
C)  results anchored rating scales 
D)  behavioural observation scales

Question 15

Identify the key characteristics and advantages of 360-degree feedback appraisal system.

Accepted Answer

This is an appraisal system that utilize

Question 16

Senior management determines how much money will be available for merit pay against performance metrics identified in the beginning of the fiscal year, and then distributes those funds across departments. Which of the following approaches have you used to determine the total amount of money available for merit pay?

Accepted Answer

A)  top-down 
B)  across the board 
C)  organizational performance indicators 
D)  bottom-up 
A)  top-down 
B)  across the board 
C)  organizational performance indicators 
D)  bottom-up

Question 17

What key factor determines the effectiveness of the appraisal process?

Accepted Answer

A)  the validity of the appraisal method 
B)  the quality of the relationship between the supervisor and subordinates 
C)  the performance score 
D)  employee satisfaction 
A)  the validity of the appraisal method 
B)  the quality of the relationship between the supervisor and subordinates 
C)  the performance score 
D)  employee satisfaction

Question 18

In an effort to "provide something to everyone," organizations may lump merit pay and cost of living increases together. This action dilutes the relationship between merit pay increases and performance.

Accepted Answer

A) True 
 B)False

Question 19

The majority of medium to large Canadian firms use performance appraisal.

Accepted Answer

A) True 
 B)False

Question 20

Describe the conditions under which recognizing individual contribution levels may be essential.

Accepted Answer

Evaluating individual performance is nec

Which of the following statements would you NOT associate with a multisource/360-degree feedback process?

As a human resource professional, you have been asked by management to provide a list of potential issues associated with having subordinates provide feedback to be used in a performance review process for a manager. Which of the following would NOT be included in your list?

You have been tasked with developing an effective merit system for an organization. What critical issues would you have to address to ensure the merit system is effective?

Which source uses many different rating groups to evaluate the employee's performance?

Which of the following performance appraisal methods is congruent with a management approach that dictates that no more than 15 percent of employees are to be rated as excellent, commanding a top percentage increase in merit pay?

Which of the following performance appraisal methods builds on the behavioural anchored rating scales by requiring that management provide a "frequency rating" associated with positive behaviour?

Which of the following statements is NOT consistent with research on performance appraisals?

Three main categories capture the primary reasons why companies conduct performance appraisals: administrative, symbolic, and supervisory.

Including a self-appraisal component in the performance appraisal process encourages employees to reflect on the performance of peers

Which of the following statements would best summarize the general sentiment expressed by stakeholders in describing performance appraisals in Canada?

Which of the following is NOT a key element of performance management?

Organizations using a classical management strategy tend to gravitate towards subordinate appraisals as a source of feedback to populate performance appraisals.

You have designed your merit pay grid so that employees with a "satisfactory" performance rating receive no merit increase if they are in the third and fourth quartiles, and a three or four percent merit increase if they are in the first or second quartile. What is the logic behind your decision?

Identify the key characteristics and advantages of 360-degree feedback appraisal system.

What key factor determines the effectiveness of the appraisal process?

In an effort to "provide something to everyone," organizations may lump merit pay and cost of living increases together. This action dilutes the relationship between merit pay increases and performance.

The majority of medium to large Canadian firms use performance appraisal.

Describe the conditions under which recognizing individual contribution levels may be essential.

A Road Map to Effective Compensation

A Strategic Framework for Compensation

A Behavioural Framework for Compensation

Components of Compensation Strategy

Performance Pay Choices

Formulating the Reward and Compensation Strategy

Evaluating Jobs: The Job Evaluation Process

Evaluating Jobs: The Point Method of Job Evaluation

Evaluating the Market

Designing Performance Pay Plans

Designing Indirect Pay Plans

Activating and Maintaining an Effective Compensation System

Filters

Exam 10: Evaluating Individuals

Which of the following statements would you NOT associate with a multisource/360-degree feedback process?

As a human resource professional, you have been asked by management to provide a list of potential issues associated with having subordinates provide feedback to be used in a performance review process for a manager. Which of the following would NOT be included in your list?

You have been tasked with developing an effective merit system for an organization. What critical issues would you have to address to ensure the merit system is effective?

Which source uses many different rating groups to evaluate the employee's performance?

Which of the following performance appraisal methods is congruent with a management approach that dictates that no more than 15 percent of employees are to be rated as excellent, commanding a top percentage increase in merit pay?

Which of the following performance appraisal methods builds on the behavioural anchored rating scales by requiring that management provide a "frequency rating" associated with positive behaviour?

Which of the following statements is NOT consistent with research on performance appraisals?

Three main categories capture the primary reasons why companies conduct performance appraisals: administrative, symbolic, and supervisory.

Including a self-appraisal component in the performance appraisal process encourages employees to reflect on the performance of peers

Which of the following statements would best summarize the general sentiment expressed by stakeholders in describing performance appraisals in Canada?

Which of the following is NOT a key element of performance management?

Organizations using a classical management strategy tend to gravitate towards subordinate appraisals as a source of feedback to populate performance appraisals.

You have designed your merit pay grid so that employees with a "satisfactory" performance rating receive no merit increase if they are in the third and fourth quartiles, and a three or four percent merit increase if they are in the first or second quartile. What is the logic behind your decision?

Identify the key characteristics and advantages of 360-degree feedback appraisal system.

What key factor determines the effectiveness of the appraisal process?

In an effort to "provide something to everyone," organizations may lump merit pay and cost of living increases together. This action dilutes the relationship between merit pay increases and performance.

The majority of medium to large Canadian firms use performance appraisal.

Describe the conditions under which recognizing individual contribution levels may be essential.

A Road Map to Effective Compensation

A Strategic Framework for Compensation

A Behavioural Framework for Compensation

Components of Compensation Strategy

Performance Pay Choices

Formulating the Reward and Compensation Strategy

Evaluating Jobs: The Job Evaluation Process

Evaluating Jobs: The Point Method of Job Evaluation

Evaluating the Market

Designing Performance Pay Plans

Designing Indirect Pay Plans

Activating and Maintaining an Effective Compensation System

Filters