Question 1

Performance measures are the benchmarks against which performance is measured.

Accepted Answer

A) True 
 B)False

Question 2

Subjective performance measures:

Accepted Answer

A) are so called because they involve specific employees as subjects 
B) are not verifiable by others 
C) are usually observed directly and don't involve opinions 
D) are designed to evaluate employees' subjective opinions on performance 
E) can be highly accurate when done indirectly 
A) are so called because they involve specific employees as subjects 
B) are not verifiable by others 
C) are usually observed directly and don't involve opinions 
D) are designed to evaluate employees' subjective opinions on performance 
E) can be highly accurate when done indirectly

Question 3

Performance management includes all of the following EXCEPT:

Accepted Answer

A) data to effectively organize culture,systems,and processes 
B) setting goals and allocating resources 
C) affecting policies and programs 
D) sharing results 
E) all of the choices 
A) data to effectively organize culture,systems,and processes 
B) setting goals and allocating resources 
C) affecting policies and programs 
D) sharing results 
E) all of the choices

Question 4

The most used form of performance appraisal (though not necessarily the most effective)that requires a rater to provide a subjective evaluation of an individual's performance is called:

Accepted Answer

A) checklist 
B) rating scale 
C) self-assessment scale 
D) forced-choice method 
E) paired-comparisons method 
A) checklist 
B) rating scale 
C) self-assessment scale 
D) forced-choice method 
E) paired-comparisons method

Question 5

Comparative evaluation methods for performance appraisals can include:

Accepted Answer

A) rating scales 
B) forced distributions 
C) assessment centres 
D) management by objectives 
E) behaviourally anchored rating scales 
A) rating scales 
B) forced distributions 
C) assessment centres 
D) management by objectives 
E) behaviourally anchored rating scales

Question 6

Though of importance within the organization,a performance appraisal form serves little use or legal purpose outside of the organization.

Accepted Answer

A) True 
 B)False

Question 7

A poor performance appraisal system can cause:

Accepted Answer

A) HR departments to miss their objectives 
B) corporate goals to be met more easily 
C) employee-related decisions to be based on trial and error 
D) better hiring decisions 
E) more efficient and satisfactory compensation systems 
A) HR departments to miss their objectives 
B) corporate goals to be met more easily 
C) employee-related decisions to be based on trial and error 
D) better hiring decisions 
E) more efficient and satisfactory compensation systems

Question 8

Key elements of a performance appraisal system include BOTH performance measures and performance-related criteria.

Accepted Answer

A) True 
 B)False

Question 9

A completed performance appraisal form:

Accepted Answer

A) must be kept in the employees files for a maximum of one year 
B) is a legal document 
C) is an internal document that has no importance outside of the organization itself 
D) must be done in duplicate with one copy submitted to the provincial labour relations board 
E) must be done in duplicate with one copy given to the employee as required by labour legislation 
A) must be kept in the employees files for a maximum of one year 
B) is a legal document 
C) is an internal document that has no importance outside of the organization itself 
D) must be done in duplicate with one copy submitted to the provincial labour relations board 
E) must be done in duplicate with one copy given to the employee as required by labour legislation

Question 10

Performance appraisals that carry or enforce consequences tend to lose their effectiveness quite quickly.

Accepted Answer

A) True 
 B)False

Question 11

The problem-solving approach to an employee evaluation interview allows the employee to explain reasons,excuses,and defensive feelings about why performance is deficient.

Accepted Answer

A) True 
 B)False

Question 12

The management-by-objectives performance evaluation approach is based upon the premise that

Accepted Answer

A) employees will achieve the objectives set for them by management 
B) achieving objectives will produce satisfied employees 
C) each employee and superior jointly establish goals for a future period 
D) there is little connection between performance and objectives 
E) employees will always manage to have difficulty with performance appraisals 
A) employees will achieve the objectives set for them by management 
B) achieving objectives will produce satisfied employees 
C) each employee and superior jointly establish goals for a future period 
D) there is little connection between performance and objectives 
E) employees will always manage to have difficulty with performance appraisals

Question 13

The recency effect is a potential evaluator bias that occurs when:

Accepted Answer

A) the rater has done too many employee evaluations recently 
B) the employee has just recently started the job and is therefore given an improper evaluation 
C) the rater has just recently started the job and cannot fairly evaluate the employee 
D) the rater allows recent employee actions to unduly sway evaluation of overall employee performance 
E) performance standards have just recently been developed 
A) the rater has done too many employee evaluations recently 
B) the employee has just recently started the job and is therefore given an improper evaluation 
C) the rater has just recently started the job and cannot fairly evaluate the employee 
D) the rater allows recent employee actions to unduly sway evaluation of overall employee performance 
E) performance standards have just recently been developed

Question 14

Studies show that when supervisors set general goals for employees,performance can improve as much as twice over what it is when more specific goals are set.

Accepted Answer

A) True 
 B)False

Question 15

The tell-and-listen approach to an employee appraisal interview allows the employee to explain reasons,excuses,and defensive feelings about performance.

Accepted Answer

A) True 
 B)False

Question 16

Most human resource departments dislike employee appraisals because while they create work,they offer little if any specific information of use to the department itself.

Accepted Answer

A) True 
 B)False

Question 17

When it has been proven that rater training was not provided for performance appraisals,judges have tended to rule in favour of the company.

Accepted Answer

A) True 
 B)False

Question 18

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

Accepted Answer

A) True 
 B)False

Question 19

A good performance appraisal system can serve as a quality control check for:

Accepted Answer

A) all employees except the one being appraised 
B) the human resource department 
C) supervisors and managers in general 
D) the competition 
E) product quality 
A) all employees except the one being appraised 
B) the human resource department 
C) supervisors and managers in general 
D) the competition 
E) product quality

Question 20

One feature of behaviourally anchored rating scales is that they attempt to reduce the subjectivity and biases of subjective performance measures.

Accepted Answer

A) True 
 B)False

Performance measures are the benchmarks against which performance is measured.

Subjective performance measures:

Performance management includes all of the following EXCEPT:

The most used form of performance appraisal (though not necessarily the most effective)that requires a rater to provide a subjective evaluation of an individual's performance is called:

Comparative evaluation methods for performance appraisals can include:

Though of importance within the organization,a performance appraisal form serves little use or legal purpose outside of the organization.

A poor performance appraisal system can cause:

Key elements of a performance appraisal system include BOTH performance measures and performance-related criteria.

A completed performance appraisal form:

Performance appraisals that carry or enforce consequences tend to lose their effectiveness quite quickly.

The problem-solving approach to an employee evaluation interview allows the employee to explain reasons,excuses,and defensive feelings about why performance is deficient.

The management-by-objectives performance evaluation approach is based upon the premise that

The recency effect is a potential evaluator bias that occurs when:

Studies show that when supervisors set general goals for employees,performance can improve as much as twice over what it is when more specific goals are set.

The tell-and-listen approach to an employee appraisal interview allows the employee to explain reasons,excuses,and defensive feelings about performance.

Most human resource departments dislike employee appraisals because while they create work,they offer little if any specific information of use to the department itself.

When it has been proven that rater training was not provided for performance appraisals,judges have tended to rule in favour of the company.

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

A good performance appraisal system can serve as a quality control check for:

One feature of behaviourally anchored rating scales is that they attempt to reduce the subjectivity and biases of subjective performance measures.

Strategic Human Resource Management

Job Analysis and Design

Human Resource Planning

Legal Requirements and Managing Diversity

Recruitment

Selection

Orientation, 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

Global Human Resource Management

Filters

Exam 8: Performance Management

Performance measures are the benchmarks against which performance is measured.

Subjective performance measures:

Performance management includes all of the following EXCEPT:

The most used form of performance appraisal (though not necessarily the most effective)that requires a rater to provide a subjective evaluation of an individual's performance is called:

Comparative evaluation methods for performance appraisals can include:

Though of importance within the organization,a performance appraisal form serves little use or legal purpose outside of the organization.

A poor performance appraisal system can cause:

Key elements of a performance appraisal system include BOTH performance measures and performance-related criteria.

A completed performance appraisal form:

Performance appraisals that carry or enforce consequences tend to lose their effectiveness quite quickly.

The problem-solving approach to an employee evaluation interview allows the employee to explain reasons,excuses,and defensive feelings about why performance is deficient.

The management-by-objectives performance evaluation approach is based upon the premise that

The recency effect is a potential evaluator bias that occurs when:

Studies show that when supervisors set general goals for employees,performance can improve as much as twice over what it is when more specific goals are set.

The tell-and-listen approach to an employee appraisal interview allows the employee to explain reasons,excuses,and defensive feelings about performance.

Most human resource departments dislike employee appraisals because while they create work,they offer little if any specific information of use to the department itself.

When it has been proven that rater training was not provided for performance appraisals,judges have tended to rule in favour of the company.

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

A good performance appraisal system can serve as a quality control check for:

One feature of behaviourally anchored rating scales is that they attempt to reduce the subjectivity and biases of subjective performance measures.

Strategic Human Resource Management

Job Analysis and Design

Human Resource Planning

Legal Requirements and Managing Diversity

Recruitment

Selection

Orientation, 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

Global Human Resource Management

Filters