Question 1

Why is it important that employees have input on performance standards?

Accepted Answer

A) so managers can persuade employees that the standards are reasonable 
B) to set standards that employees can reach to avoid bonuses being negatively affected 
C) to ensure that the standards are free from deficiency or contamination 
D) so both managers and employees understand what constitutes satisfactory performance 
A) so managers can persuade employees that the standards are reasonable 
B) to set standards that employees can reach to avoid bonuses being negatively affected 
C) to ensure that the standards are free from deficiency or contamination 
D) so both managers and employees understand what constitutes satisfactory performance D

Question 2

On which assumption are the traditional ratings of employees by supervisors based?

Accepted Answer

A) Supervisors provide criticisms that the employees who report to them will be more receptive to hearing. 
B) Supervisors are more aware of their subordinates' desires and goals. 
C) Supervisors are the people most qualified to evaluate the employees' performance realistically and fairly. 
D) Supervisors have regular day-to-day opportunities for informal appraisals. 
A) Supervisors provide criticisms that the employees who report to them will be more receptive to hearing. 
B) Supervisors are more aware of their subordinates' desires and goals. 
C) Supervisors are the people most qualified to evaluate the employees' performance realistically and fairly. 
D) Supervisors have regular day-to-day opportunities for informal appraisals. C

Question 3

Which of the following is characteristic of graphic rating scales?

Accepted Answer

A) Graphic rating scales are difficult to develop. 
B) Descriptive words used may have different meanings to different raters. 
C) Raters typically use the full range of the scale regardless of the number of scale points. 
D) Raters can use these scales without training because they are self-explanatory. 
A) Graphic rating scales are difficult to develop. 
B) Descriptive words used may have different meanings to different raters. 
C) Raters typically use the full range of the scale regardless of the number of scale points. 
D) Raters can use these scales without training because they are self-explanatory. B

Question 4

Alvin, a sales representative for a company making industrial solvents, lost a major customer last month. Until then, Alvin's year was about average in the level of sales. Early in the year, Alvin brought in two new customers of about the size of the customer he lost last month. Alvin's supervisor gives Alvin an unsatisfactory rating in his annual performance appraisal. Which kind of error has Alvin's supervisor likely committed?

Accepted Answer

A) contrast 
B) primacy 
C) strictness 
D) recency 
A) contrast 
B) primacy 
C) strictness 
D) recency

Question 5

One kind of feedback recognizes that employee performance can be multidimensional and can cross departmental, organizational, and global boundaries. Which of the following terms best applies?

Accepted Answer

A) global appraisal approach 
B) 360-degree feedback 
C) team appraisal 
D) comprehensive appraisal 
A) global appraisal approach 
B) 360-degree feedback 
C) team appraisal 
D) comprehensive appraisal

Question 6

The manager of HR feels employees need to think about their strengths and weaknesses, and set goals for improvement. Consequently, the HR manager is designing a program. Which of the following kinds is it?

Accepted Answer

A) facilitated appraisal 
B) self-appraisal 
C) team evaluation 
D) introspective analysis 
A) facilitated appraisal 
B) self-appraisal 
C) team evaluation 
D) introspective analysis

Question 7

Which of the following best describes performance measures that leave out some important job duties?

Accepted Answer

A) contaminated 
B) unnecessary 
C) deficient 
D) subjective 
A) contaminated 
B) unnecessary 
C) deficient 
D) subjective

Question 8

Which of the following is the focus of results-based information when it is used for evaluating performance?

Accepted Answer

A) employee accomplishments 
B) specific behaviours that lead to job success 
C) character traits that generate job success 
D) departmental effectiveness 
A) employee accomplishments 
B) specific behaviours that lead to job success 
C) character traits that generate job success 
D) departmental effectiveness

Question 9

Which of the following statements best explains why the timing of performance appraisals and pay discussions should be different?

Accepted Answer

A) Most supervisors are unaware of how much their employees are paid. 
B) Each activity falls under a different HR manager and so needs a different time. 
C) For maximum reinforcement value, the pay discussion should be conducted later. 
D) Employees often focus more on the pay amount than on what aspects of performance they need to improve. 
A) Most supervisors are unaware of how much their employees are paid. 
B) Each activity falls under a different HR manager and so needs a different time. 
C) For maximum reinforcement value, the pay discussion should be conducted later. 
D) Employees often focus more on the pay amount than on what aspects of performance they need to improve.

Question 10

A balanced scorecard approach to performance appraisal is based on the organization's strategy.

Accepted Answer

A) True 
 B)False

Question 11

The forced distribution method of performance appraisal lists all employees from highest to lowest in performance.

Accepted Answer

A) True 
 B)False

Question 12

Clint, the owner of a moving company, has developed a performance appraisal system for his customer representatives and truck drivers. He evaluates each of these employees on his/her attitudes toward the company and customers, initiative in developing new business, and creativity in solving problems. On which type of information is Clint basing his performance appraisal system?

Accepted Answer

A) results 
B) trait 
C) productivity 
D) behaviour 
A) results 
B) trait 
C) productivity 
D) behaviour

Question 13

In one performance appraisal method, employee objectives are developed based on internal business processes and external outcomes. Which of the following is that method?

Accepted Answer

A) balanced scorecard 
B) 360-degree feedback 
C) behaviourally anchored rating scales 
D) management by objectives 
A) balanced scorecard 
B) 360-degree feedback 
C) behaviourally anchored rating scales 
D) management by objectives

Question 14

Which criticism of performance appraisal is LEAST likely to be given by employees?

Accepted Answer

A) Performance appraisal does not improve employee performance. 
B) Performance appraisal is of little use in identifying the worst performers. 
C) Performance appraisal, with its focus on the individual, is inconsistent with an emphasis on teamwork. 
D) Performance appraisal tends to be subjective. 
A) Performance appraisal does not improve employee performance. 
B) Performance appraisal is of little use in identifying the worst performers. 
C) Performance appraisal, with its focus on the individual, is inconsistent with an emphasis on teamwork. 
D) Performance appraisal tends to be subjective.

Question 15

Performance appraisals at Swamp Blossom Designs Ltd. always occur on the employee's anniversary of employment. A standard protocol is in place to report managerial impressions and observations on employee performance. What is this an example of?

Accepted Answer

A) systematic appraisal 
B) objective evaluation 
C) subjective evaluation 
D) informal appraisal 
A) systematic appraisal 
B) objective evaluation 
C) subjective evaluation 
D) informal appraisal

Question 16

Discuss the characteristics of a legally defensible appraisal system.

Accepted Answer

Human rights laws and the courts make it

Question 17

Which of the following statements presents the key factor underlying the management by objectives approach?

Accepted Answer

A) The manager and subordinate work together on the goals. 
B) Goals are subjective. 
C) The goals will push the subordinate to the highest limits of his/her abilities. 
D) The manager has close, daily access to the subordinate in order to monitor progress. 
A) The manager and subordinate work together on the goals. 
B) Goals are subjective. 
C) The goals will push the subordinate to the highest limits of his/her abilities. 
D) The manager has close, daily access to the subordinate in order to monitor progress.

Question 18

The key organizational perspectives measured in a balanced scorecard are financial, internal business processes, customer, and learning and growth.

Accepted Answer

A) True 
 B)False

Question 19

The recency effect causes raters to focus on the first information received about an employee's performance.

Accepted Answer

A) True 
 B)False

Question 20

Ready-Vet Ltd. has a performance-driven organizational culture. It is likely to have higher financial performance than its chief rival, Vet-Temp Ltd., which has an entitlement culture.

Accepted Answer

A) True 
 B)False

Why is it important that employees have input on performance standards?

On which assumption are the traditional ratings of employees by supervisors based?

Which of the following is characteristic of graphic rating scales?

One kind of feedback recognizes that employee performance can be multidimensional and can cross departmental, organizational, and global boundaries. Which of the following terms best applies?

The manager of HR feels employees need to think about their strengths and weaknesses, and set goals for improvement. Consequently, the HR manager is designing a program. Which of the following kinds is it?

Which of the following best describes performance measures that leave out some important job duties?

Which of the following is the focus of results-based information when it is used for evaluating performance?

Which of the following statements best explains why the timing of performance appraisals and pay discussions should be different?

A balanced scorecard approach to performance appraisal is based on the organization's strategy.

The forced distribution method of performance appraisal lists all employees from highest to lowest in performance.

In one performance appraisal method, employee objectives are developed based on internal business processes and external outcomes. Which of the following is that method?

Which criticism of performance appraisal is LEAST likely to be given by employees?

Performance appraisals at Swamp Blossom Designs Ltd. always occur on the employee's anniversary of employment. A standard protocol is in place to report managerial impressions and observations on employee performance. What is this an example of?

Discuss the characteristics of a legally defensible appraisal system.

Which of the following statements presents the key factor underlying the management by objectives approach?

The key organizational perspectives measured in a balanced scorecard are financial, internal business processes, customer, and learning and growth.

The recency effect causes raters to focus on the first information received about an employee's performance.

Ready-Vet Ltd. has a performance-driven organizational culture. It is likely to have higher financial performance than its chief rival, Vet-Temp Ltd., which has an entitlement culture.

Changing Nature of Human Resources Management

Strategic HR Management and Planning

Legal Environment of Equal Employment and Diversity

Redefining Jobs and Job Analysis

Recruiting in Labour Markets

Selection of Human Resources

Training Human Resources

Talent Management and Development

Compensation Strategies and Practices

Variable Pay and Executive Compensation

Managing Employee Benefits

Health, Safety, and Security and Risk Management

Employee Rights and Discipline

Unionmanagement Relations

Filters

Exam 9: Performance Management and Appraisal

Why is it important that employees have input on performance standards?

On which assumption are the traditional ratings of employees by supervisors based?

Which of the following is characteristic of graphic rating scales?

One kind of feedback recognizes that employee performance can be multidimensional and can cross departmental, organizational, and global boundaries. Which of the following terms best applies?

The manager of HR feels employees need to think about their strengths and weaknesses, and set goals for improvement. Consequently, the HR manager is designing a program. Which of the following kinds is it?

Which of the following best describes performance measures that leave out some important job duties?

Which of the following is the focus of results-based information when it is used for evaluating performance?

Which of the following statements best explains why the timing of performance appraisals and pay discussions should be different?

A balanced scorecard approach to performance appraisal is based on the organization's strategy.

The forced distribution method of performance appraisal lists all employees from highest to lowest in performance.

In one performance appraisal method, employee objectives are developed based on internal business processes and external outcomes. Which of the following is that method?

Which criticism of performance appraisal is LEAST likely to be given by employees?

Performance appraisals at Swamp Blossom Designs Ltd. always occur on the employee's anniversary of employment. A standard protocol is in place to report managerial impressions and observations on employee performance. What is this an example of?

Discuss the characteristics of a legally defensible appraisal system.

Which of the following statements presents the key factor underlying the management by objectives approach?

The key organizational perspectives measured in a balanced scorecard are financial, internal business processes, customer, and learning and growth.

The recency effect causes raters to focus on the first information received about an employee's performance.

Ready-Vet Ltd. has a performance-driven organizational culture. It is likely to have higher financial performance than its chief rival, Vet-Temp Ltd., which has an entitlement culture.

Changing Nature of Human Resources Management

Strategic HR Management and Planning

Legal Environment of Equal Employment and Diversity

Redefining Jobs and Job Analysis

Recruiting in Labour Markets

Selection of Human Resources

Training Human Resources

Talent Management and Development

Compensation Strategies and Practices

Variable Pay and Executive Compensation

Managing Employee Benefits

Health, Safety, and Security and Risk Management

Employee Rights and Discipline

Unionmanagement Relations

Filters