Question 1

Which statement best summarizes 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 2

What two key elements make management by objectives a highly effective approach to employee motivation?

Accepted Answer

A)  goals and feedback 
B)  trust and open communication 
C)  core competencies and engagement 
D)  involvement and business strategy 
A)  goals and feedback 
B)  trust and open communication 
C)  core competencies and engagement 
D)  involvement and business strategy

Question 3

The 360-degree feedback method usually gathers data/information from three sources: subordinates,supervisors,and at times,customers.

Accepted Answer

A) True 
 B)False

Question 4

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

Accepted Answer

This is an appraisal system that utilize

Question 5

Which performance appraisal method 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 6

Which source of appraisals can be expected to work well only in classical organizations?

Accepted Answer

A)  peers 
B)  supervisors 
C)  self 
D)  subordinates 
A)  peers 
B)  supervisors 
C)  self 
D)  subordinates

Question 7

Which statement does NOT accurately describe performance management?

Accepted Answer

A)  Goal setting is central to its application. 
B)  Although 90 percent or more of Canadian companies use some performance management process,only 10 percent find it "effective or very effective." 
C)  It tends to work best in organizations using a high-involvement or human relations strategies. 
D)  Development of benchmarks that are valid and reliable is critical. 
A)  Goal setting is central to its application. 
B)  Although 90 percent or more of Canadian companies use some performance management process,only 10 percent find it "effective or very effective." 
C)  It tends to work best in organizations using a high-involvement or human relations strategies. 
D)  Development of benchmarks that are valid and reliable is critical.

Question 8

Which source is much less accurate in assessing the performance of managers?

Accepted Answer

A)  peers 
B)  professional raters 
C)  subordinates 
D)  supervisors 
A)  peers 
B)  professional raters 
C)  subordinates 
D)  supervisors

Question 9

Which statement 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.

Question 10

Which performance appraisal method could be described as "win-lose," creating a situation whereby in order to improve his/her standing,an employee has to displace another team or department member?

Accepted Answer

A)  graphic rating scale 
B)  paired comparison method 
C)  forced distribution 
D)  field review 
A)  graphic rating scale 
B)  paired comparison method 
C)  forced distribution 
D)  field review

Question 11

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 12

Merit pay is one of the developmental reasons for performance appraisals.

Accepted Answer

A) True 
 B)False

Question 13

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

Question 14

Karen's performance appraisal provided almost identical results when six different managers evaluated her performance.Which conclusion could you make about the performance appraisal process experienced by Karen?

Accepted Answer

A)  It appears to be reliable; however,no conclusions can be made about its validity. 
B)  It appears to be reliable; hence,is it also valid. 
C)  Issues of central tendency need to be addressed. 
D)  It appears to be a very effective process. 
A)  It appears to be reliable; however,no conclusions can be made about its validity. 
B)  It appears to be reliable; hence,is it also valid. 
C)  Issues of central tendency need to be addressed. 
D)  It appears to be a very effective process.

Question 15

A particular organization uses a forced ranking system to appraise employees.As a peer appraiser,why might an employee be tempted to give colleagues a low rating?

Accepted Answer

A)  Rating errors can be balanced out. 
B)  A limited amount of merit pay is available. 
C)  Conflict and ill will among peers is reduced. 
D)  You can all benefit if you rate each other low. 
A)  Rating errors can be balanced out. 
B)  A limited amount of merit pay is available. 
C)  Conflict and ill will among peers is reduced. 
D)  You can all benefit if you rate each other low.

Question 16

Evidence appears to support the notion that supervisors often have desired outcomes in mind before they start a performance appraisal process.

Accepted Answer

A) True 
 B)False

Question 17

There are several critical issues that need to be addressed in designing an effective merit system.What is NOT identified as a critical issue in the textbook?

Accepted Answer

A)  ultimate goal(s)of the merit system 
B)  process for training evaluators 
C)  manner in which feedback will be provided 
D)  process that ensures equal increases across employee job ratings 
A)  ultimate goal(s)of the merit system 
B)  process for training evaluators 
C)  manner in which feedback will be provided 
D)  process that ensures equal increases across employee job ratings

Question 18

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

Accepted Answer

A) True 
 B)False

Question 19

Many organizations do not offer merit raises to employees who are at the top of their pay ranges.This can cause morale problems for these employees.What is a potential solution to this issue?

Accepted Answer

A)  Cut pay for employees who are below the top of the pay range. 
B)  Give merit bonuses to the affected employees. 
C)  Re-evaluate the performance appraisal methods. 
D)  Increase minimum pay for all employees. 
A)  Cut pay for employees who are below the top of the pay range. 
B)  Give merit bonuses to the affected employees. 
C)  Re-evaluate the performance appraisal methods. 
D)  Increase minimum pay for all employees.

Question 20

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

Which statement best summarizes the general sentiment expressed by stakeholders in describing performance appraisals in Canada?

What two key elements make management by objectives a highly effective approach to employee motivation?

The 360-degree feedback method usually gathers data/information from three sources: subordinates,supervisors,and at times,customers.

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

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

Which source of appraisals can be expected to work well only in classical organizations?

Which statement does NOT accurately describe performance management?

Which source is much less accurate in assessing the performance of managers?

Which statement would you NOT associate with a multisource/360-degree feedback process?

Which performance appraisal method could be described as "win-lose," creating a situation whereby in order to improve his/her standing,an employee has to displace another team or department member?

Merit pay is one of the developmental reasons for performance appraisals.

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?

Karen's performance appraisal provided almost identical results when six different managers evaluated her performance.Which conclusion could you make about the performance appraisal process experienced by Karen?

A particular organization uses a forced ranking system to appraise employees.As a peer appraiser,why might an employee be tempted to give colleagues a low rating?

Evidence appears to support the notion that supervisors often have desired outcomes in mind before they start a performance appraisal process.

There are several critical issues that need to be addressed in designing an effective merit system.What is NOT identified as a critical issue in the textbook?

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

Many organizations do not offer merit raises to employees who are at the top of their pay ranges.This can cause morale problems for these employees.What is a potential solution to this issue?

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

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 statement best summarizes the general sentiment expressed by stakeholders in describing performance appraisals in Canada?

What two key elements make management by objectives a highly effective approach to employee motivation?

The 360-degree feedback method usually gathers data/information from three sources: subordinates,supervisors,and at times,customers.

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

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

Which source of appraisals can be expected to work well only in classical organizations?

Which statement does NOT accurately describe performance management?

Which source is much less accurate in assessing the performance of managers?

Which statement would you NOT associate with a multisource/360-degree feedback process?

Which performance appraisal method could be described as "win-lose," creating a situation whereby in order to improve his/her standing,an employee has to displace another team or department member?

Merit pay is one of the developmental reasons for performance appraisals.

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?

Karen's performance appraisal provided almost identical results when six different managers evaluated her performance.Which conclusion could you make about the performance appraisal process experienced by Karen?

A particular organization uses a forced ranking system to appraise employees.As a peer appraiser,why might an employee be tempted to give colleagues a low rating?

Evidence appears to support the notion that supervisors often have desired outcomes in mind before they start a performance appraisal process.

There are several critical issues that need to be addressed in designing an effective merit system.What is NOT identified as a critical issue in the textbook?

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

Many organizations do not offer merit raises to employees who are at the top of their pay ranges.This can cause morale problems for these employees.What is a potential solution to this issue?

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

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