Deck 10: Managing Employees Performance

Question 1

Compared to a behavioral observation scale (BOS), a behaviorally anchored rating scale (BARS) makes it easier for providing feedback, maintaining objectivity, and suggesting training needs.

Answer 1

False

Question 2

A disadvantage of behaviorally anchored rating scales (BARS) is that it can bias a manager's memory.

Answer 2

True

Question 3

In a performance appraisal, the term validity refers to whether the appraisal measures all aspects of performance, both relevant and irrelevant.

Answer 3

False

Question 4

The paired-comparison method measures the consistency of results over time.

Question 5

The improvement of an employee's performance varies according to the employee's ability and level of motivation.

Question 6

Appraisal politics are most likely to occur when a performance appraisal is directly linked to highly desirable rewards.

Question 7

Performance management systems are established to meet three broad purposes of the organization: strategic, administrative, and developmental.

Question 8

Organizational behavior modification (OBM) is a plan for managing the behavior of employees through an informal system of feedback and reinforcement.

Question 9

The requirements for job success are clearly communicated to employees to protect against lawsuits.

Question 10

The paired-comparison method involves comparing each employee with each other employee to establish rankings.

Question 11

Using an employee's manager for feedback is very useful because managers' own success depends so much on their employees' performance.

Question 12

Performance management requires knowing what activities and outputs are desired, observing whether they occur, and providing feedback to help employees meet expectations.

Question 13

In order to minimize distributional errors, raters should use only one part of the rating scale.

Question 14

Self-appraisals are appropriate as the basis for administrative decisions.

Question 15

In a "tell-and-sell" approach, managers tell the employees their ratings and then justify those ratings.

Question 16

Traditional performance management differs from total quality management (TQM) in that it assesses both individual performance and the system within which the individual works.

Question 17

The critical-incident method requires managers to keep a record of specific examples of the employee acting in ways that are either effective or ineffective.

Question 18

To rate employee behaviors, an organization begins by defining which behaviors are associated with the employee's personality traits.

Question 19

In the simple ranking method of performance measurement, managers rank employees in their group from the highest performer to the poorest performer.

Question 20

Behavioral approaches to performance measurement, such as organizational behavior modification and rating scales, tend to be biased.

Question 21

Jeremiah, a vice president of human resources, wants to ensure that his company's performance management process is effective, so he sets up an annual review of the process. What should that review measure?

A) whether the performance management process includes all seven steps
B) whether performance discussions are taking place annually
C) how well performance standards are tailored to each individual employee
D) whether measures of individual performance support the department's and company's objectives
E) how effectively the company has defined performance management as an event, not a process

Question 22

In the context of performance management, which term refers to a measure that obtains consistency of results over time?

A) validity
B) interrater reliability
C) acceptability
D) test-retest reliability
E) specificity

Question 23

The ways in which organizations use the system to provide information for day-to-day decisions about salary, benefits, and recognition programs falls under the ________ purpose of a performance management system.

A) structured
B) developmental
C) strategic
D) administrative
E) deciding

Question 24

When BBG Inc. was preparing to roll out a new performance management system, Kayla, the human resource executive, insisted that for the new system to succeed, they must first explain it to employees. Kayla said employees need to perceive the system as fair. Why would this effort make the performance management system more effective?

A) The employees who receive feedback must believe that the process of preparing it was not too time consuming.
B) Specific feedback helps meet the goals of supporting strategy and developing employees.
C) Low interrater reliability means the rating will differ depending on who is scoring the employees.
D) When employees see performance measures as fair, they are likelier to apply the feedback.
E) A measurement tool should accurately measure what it was designed to measure.

Question 25

Braddington Inc. wants to assess the performance of its employees. It uses a questionnaire that has a usually high fit with strategy, usually high validity, usually high reliability, moderate acceptability, and very high specificity. Which approach to employee performance is being focused on by this questionnaire?

A) results
B) quality
C) behavioral
D) comparative
E) attribute

Question 26

John and Nina, managers at Aderton Enterprises, want to the check the consistency of results for a performance measure that uses ratings by a supervisor. They want to know if different supervisors would rate the same behavior the same way. In the context of criteria for effective performance management, John and Nina are interested in the measure's

A) validity.
B) test-retest reliability.
C) specificity.
D) interrater reliability.
E) accountability.

Question 27

Which of the following helps performance management meet the goals of supporting strategy and developing employees?

A) strategic fit
B) specific feedback
C) overall opinion
D) employee orientation
E) generalized instruction

Question 28

What is the last step in performance management process?

A) defining performance outcomes for company division and department
B) identifying improvements needed
C) developing employee goals, behavior, and actions to achieve outcomes
D) evaluating performance
E) providing consequences for performance results

Question 29

Meghan is the new HR manager at Turner Times. She meets with the company's leaders to discuss how she intends to support business objectives. Meghan tells them that Turner Times has a performance management process that delivers reliable information, but it needs to be more strategic. Which action would best make performance management more strategic?

A) telling managers not to feel uncomfortable when appraisal information is negative
B) using appraisal information to support decisions related to employee retention and termination
C) using appraisal information as a basis for developing employees' knowledge and skills
D) setting individual performance measures that are linked to the organization's goals
E) making employees aware of their strengths and areas in which they can improve

Question 30

What is the first step in performance management process?

A) evaluating performance
B) developing employee goals, behavior, and actions to achieve outcomes
C) providing consequences for performance results
D) defining performance outcomes for company division and department
E) identifying improvements needed

Question 31

Which statement is true of effective performance management?

A) It can tell top performers they are valued.
B) It can evaluate employees without establishing standards.
C) It averts communication between managers and their employees.
D) It uses just one person as a source of information.
E) It does not affect employees who meet expectations.

Question 32

Maddie, an HR manager, is coaching a supervisor who needs to develop her leadership skills. Maddie suggests that the supervisor use performance feedback as a tool for the development of her employees. Which action would be an example of this purpose of performance feedback?

A) The supervisor limits performance feedback to formal appraisals conducted once a year.
B) The supervisor uses performance information for day-to-day decisions about salary, benefits, and recognition programs.
C) The supervisor uses performance measures to guide decisions about employee retention and termination.
D) The supervisor uses performance measures to identify assignments that will help employees build on their strengths.
E) The supervisor makes sure each employee's goals are aligned with the company's and department's objectives.

Question 33

Lillian is the purchasing manager at Ceramic Central, a maker of housewares. She has evaluated the first year's performance of Jason, a purchasing agent. In the evaluation, she noted that he places orders accurately, but when employees in the company ask about the status of their orders, he has difficulty finding the information for them in a timely manner. What should be the next step in performance management in this situation?

A) Lillian should define new performance outcomes that do not include checking order status.
B) Jason should develop more realistic goals that do not include checking order status.
C) Lillian and Jason should set new performance standards that are more realistic.
D) Lillian should arrange for training so Jason can learn how to look up the status of orders.
E) Lillian should provide Jason with ongoing performance feedback.

Question 34

Brian, the HR manager at Haller Co., establishes a performance management system for his company. He wants to check the consistency of results over time. In the context of criteria for determining the effectiveness of performance measures, Brian is trying to check the ________ of the performance management system.

A) validity
B) test-retest reliability
C) specificity
D) interrater reliability
E) acceptability

Question 35

In the context of effectiveness of performance management, ________ means the extent to which a measurement tool actually measures what it is intended to measure.

A) validity
B) dependability
C) acceptability
D) reliability
E) specificity

Question 36

"Performance management serves as a basis for improving employees' knowledge and skills." This statement corresponds to which purpose of performance management?

A) developmental purpose
B) administrative purpose
C) investigative purpose
D) strategic purpose
E) executive purpose

Question 37

The human resource department of Wallace Corp. brings in a consultant to evaluate its performance management system. The consultant says he evaluated the validity of the system's performance measures and identified some deficiencies. What does the consultant mean?

A) Some attitudes that are being measured are unrelated to success on the job.
B) Results gathered in certain ways are inconsistent from one rater to another.
C) Results gathered in certain ways are inconsistent over time.
D) Some behaviors that contribute to business success are not being measured.
E) The performance measures are too vague to provide useful guidance.

Question 38

Kathryn, a manager at Harper Haw, uses a rating tool to evaluate the performance of her subordinates. However, she finds that the scale she used did not yield consistent results, and she could not determine if a change had taken place in the performance of the employees. What was lacking in the rating scale?

A) validity
B) acceptability
C) reliability
D) transparency
E) specificity

Question 39

Ty, the HR manager at Elrod Engines, is preparing a newly promoted employee for her role as a supervisor. In his experience, he will need to address the new supervisor's nervousness about conducting performance appraisals. What is the most likely cause of this nervousness?

A) Performance feedback must be aligned with the company's strategy.
B) A performance evaluation can help supervisors decide how to develop employees' skills.
C) Effective performance feedback makes employees aware of their strengths and weaknesses.
D) Performance management supports administrative decisions that have a great impact on employees.
E) Performance management starts with defining what the organization expects from employees.

Question 40

In performance appraisal, ________ refers to whether an appraisal measures all the relevant aspects of performance and omits irrelevant aspects of performance.

A) contamination
B) reliability
C) acceptability
D) validity
E) interrater reliability

Question 41

Sabrina, a production manager at Orrin Co., needs to measure the performance of 12 of her subordinates. She divides the number of employees into categories like exceptional, above average, average, and below average. She assigns a certain percentage of employees to each category to determine the quality of their performances. In the context of methods for measuring performance, Sabrina is using the ________ method.

A) alternation ranking
B) rating attribute
C) mixed-standard
D) paired-comparison
E) forced-distribution

Question 42

The ________ performance management method requires managers to rate the frequency with which an employee has exhibited a behavior during a rating period.

A) behaviorally anchored rating scale
B) behavioral observation scale
C) graphic rating scale
D) mixed-standard scale
E) forced-distribution scale

Question 43

Cameron, a supervisor at Margolia Co., needs to appraise the performance of her subordinate, Stefan. In the context of performance information, what is the least biased source of information for appraisal and why?

A) Peers because they often understand an employee better than superiors.
B) Managers because their success depends on the employee's productivity.
C) Customers because employees are often directly in contact with them.
D) Subordinates because the power relationships motivate a subordinate to provide honest information.
E) The employee himself because there is generally better agreement between an employee and his or her supervisor.

Question 44

Identify a true statement about the mixed-standard scale.

A) It is intended to define performance dimensions specifically using statements of behavior that describe different levels of performance.
B) It uses several statements describing each trait to produce a final score for that trait.
C) It may use 15 behaviors to define levels of performance.
D) It lists traits and provides a rating scale for each trait.
E) It involves comparing each employee with each other employee to establish rankings.

Question 45

Subordinate evaluations are the most appropriate to use for which purpose?

A) administrative
B) investigative
C) strategic
D) developmental
E) executive

Question 46

Keith, a human resource manager at Uno Inc., is considering the use of self-appraisals. Which statement is TRUE about self-appraisals?

A) There are no disagreements between a manager and an employee when self-appraisal is used.
B) Self-rating is the most preferred source of performance appraisal information.
C) Employees have a tendency to inflate their self-assessments.
D) Self-appraisals serve as an ideal basis for administrative decisions.
E) Self-appraisals are necessary for a 360-degree performance appraisal.

Question 47

Tony, a production manager at Brighton Biometrics, needs to measure the performance of 10 subordinates. He writes their names on a paper and circles Paul's name as the best-performing employee of the group. He then circles Erma's name as the worst employee of the group. He rates the remaining employees as second best, second worst, and so on. In the context of methods of performance measurement, Tony is using the ________ method.

A) forced-distribution
B) alternation ranking
C) graphic rating
D) mixed-standard
E) critical-incident

Question 48

Dina, the human resource manager at K-Pack Inc., wants to use subordinates as sources of performance appraisal information. Which statement best supports that idea?

A) Subordinates often have reliable information about a manager's behavior toward employees.
B) Subordinates are often willing to say negative things about the person to whom they report.
C) When feedback forms need subordinates' names on them, the subordinates tend to give lower ratings to the manager.
D) When managers receive ratings from their subordinates, the employees have less power.
E) Subordinate evaluations are most appropriate for strategic purposes.

Question 49

What is an advantage of using results-oriented performance measurement?

A) It is very effective in providing guidance on how an employee can improve.
B) It is relatively easy to link to the organization's goals.
C) It is generally more subjective than other kinds of performance measurement.
D) It is highly acceptable to employees but not to managers.
E) It tends to be highly valid.

Question 50

The ________ method of performance measurement uses several statements describing each trait to produce a final score for that trait.

A) behaviorally anchored rating scale
B) mixed-standard scale
C) behavioral observation scale
D) graphic rating scale
E) behavior-response scale

Question 51

Zachary was recently made the manager of his department at Cyscon Co. He has to evaluate his subordinates' behavior in the next two weeks and is unsure if he should use the behaviorally anchored rating scale (BARS) or the behavioral observation scale (BOS) to assess their behavior. Which characteristic of the two would help Zachary decide the scale that would be most appropriate for him to use?

A) A BARS asks the manager to rate the frequency with which the employee has exhibited the behavior during the rating period.
B) A BOS discards many items in creating the rating scale.
C) A BOS uses many instances to define the behaviors necessary for effective performance.
D) A BARS is represented by ease of use and maintains objectivity efficiently.
E) A BARS requires a large amount of information as compared to BOS.

Question 52

In the context of methods for measuring performance, alternation ranking is a variation of ________ ranking.

A) simple
B) distributed
C) paired
D) attribute
E) scalar

Question 53

Min, the production manager of Manning Inc., is writing a recommendation to begin gathering performance appraisal information from peers along with other sources of information. Which statement best supports Min's recommendation for getting peer feedback?

A) Information from peers adds little value to the assessment of performance.
B) Peers are comfortable rating employees for decisions that may affect themselves.
C) Peers typically share the manager's perspective of the employee being evaluated.
D) Peers have expert knowledge of job requirements.
E) Peers rarely observe an employee in day-to-day activities.

Question 54

Catarina, the founder of Platter Place, believes in employee empowerment, so as soon as she began hiring managers, she made subordinate reviews part of her company's performance appraisal system. However, she and her human resource manager have realized that the managers don't always place enough emphasis on efficiency and results, perhaps out of fear that their employees will give them lower ratings. What would be the best way for Platter Place to use subordinate feedback?

A) Discontinue subordinate feedback, because it has undesirable consequences.
B) Require that the employees giving subordinate feedback identify themselves.
C) Give the employees greater opportunities to observe the behavior of their manager.
D) Use the results of subordinate feedback to identify avenues for employee development.
E) Limit the information gathering by subordinates to short periods once a year.

Question 55

Identify the statement that accurately characterizes behavioral approaches to performance measurement.

A) They link the company's goals to the specific behavior required to achieve those goals.
B) They work well for complex jobs.
C) They provide little feedback on areas of improvement.
D) They have a low degree of validity and reliability.
E) They have a low degree of acceptability.

Question 56

Joel is a manager at Malan Inc., and he uses a rating approach to evaluate his employees. He considers one employee at a time and circles a number or a word to signify the degree to which that employee demonstrates a particular trait in the scale. Which approach is Joel using to assess his employees?

A) mixed-standard scale
B) critical-incident approach
C) graphic rating scale
D) behavioral observation scale
E) behaviorally anchored rating scale

Question 57

Dylan, a vice president of human resources, recommends adding self-appraisals to the company's performance management system. The other executives wonder why, since people would certainly want to inflate scores of their own performance. Which statement best supports Dylan's idea of using self-appraisals?

A) Self-ratings are the best source of information.
B) Differences between employees' self-ratings and peer's ratings can be fruitful topics for discussion.
C) Employees can wait until after a feedback session to evaluate their own performance.
D) Evaluating one's contributions gets employees thinking about their performance.
E) Self-appraisals are especially important when an employee's job requires direct service to customers.

Question 58

The HR team at Rod Inc. is meeting to discuss ways to improve the validity of its performance management system. One staffer suggests adding customer evaluations of the sales representatives in order to gauge their impact on customer satisfaction and sales. What is the major challenge of this approach?

A) Customers have a tendency to inflate assessments of salespeople's performance.
B) The customers are the only people who directly observe a sales representative's performance.
C) The employees' jobs do not involve direct service to customer.
D) Customer evaluations could cost hundreds of dollars for each salesperson.
E) Information about customer satisfaction would be easier to gather from peers.

Question 59

Fiona, a supervisor at Ronaldo Co., wants to compare the performance of her employees. If she does this by listing the employees from best to worst performer, which term describes her method?

A) simple ranking
B) mixed-standards scale
C) critical-incident method
D) graphic rating scale
E) organizational behavior modification

Question 60

Bernard, the CEO of RTT Co., believes the goals of the company must be divided into smaller departmental and individual goals. The accomplishment of these smaller goals will allow employees at all levels to contribute to accomplishment of the bigger goals of the company. In the context of measuring performance results, Bernard's belief can be best justified using

A) total quality management.
B) the behavioral observational scale method.
C) the critical-incident method.
D) statistical quality control.
E) management by objectives.

Question 61

Spencer & Solomon, CPAs, brought in an HR consulting firm to evaluate the firm's performance management system. The firm has offices in six locations, and the manager of each location rates the office's staff members using a 5-point rating scale. After studying the appraisal results from the past three years, the consultants reported that they cannot make comparisons among the offices. What is the most likely problem?

A) The consultants aren't qualified to analyze this type of rating system.
B) One office has exceptional people, so contrast errors are occurring.
C) The managers let their opinions of one quality color their opinions of others.
D) The managers are making distributional errors, each using only part of the rating scale.
E) The managers tend to give higher ratings to people they consider similar to themselves.

Question 62

When Keenan joined Rod Riders as its human resource manager, he was surprised to hear some of the executives repeatedly laughing over stories about how the company's founder ensured that his fraternity brothers moved into management positions. According to the stories, the executives embellished the performance appraisals of these employees, which also influenced later staffing decisions. Keenan talked to some employees about performance management at Rod Riders and learned that the system was widely viewed as corrupt. What can Keenan do, besides discouraging the storytelling, to decrease the political behavior related to performance management?

A) He should learn to accept political behavior, because it occurs in every organization.
B) He should make sure that raters are accountable to each employee being evaluated.
C) He should make sure appraisal results are directly linked to highly desirable rewards.
D) He should persuade executives not to tolerate or ignore distorted ratings.
E) He should train managers to list only the accomplishments their employees are aware of.

Question 63

Benny, a supervisor, needs to assess Amanda's, a subordinate's, performance. He considers Amanda to be reliable and meets all his requirements, so he rates her as a good performer. But then Benny thinks about an exceptional employee, Christina, in his department, and decides that, compared with her, Amanda is just average. In this way, Benny's rating is a ________ error.

A) horns
B) contrast
C) leniency
D) halo
E) distributional

Question 64

The ________ approach to performance feedback is used by most managers.

A) problem-solving
B) tell-and-sell
C) tell-and-listen
D) tell-and-train
E) listen-and-sell

Question 65

Olivia is giving feedback to an employee who hopes to move into a supervisory role someday. Which statement represents the most effective kind of feedback?

A) "You don't seem very motivated lately."
B) "You need to demonstrate stronger leadership if you want a promotion."
C) "You are well organized, and your co-workers really like you."
D) "Last week, when we had a problem, your comments shifted the team from complaining to problem solving."
E) "When we have problems, you have a great attitude, and that will help you as a supervisor someday."

Question 66

What is the name of the rating error that leads employees to believe that no aspect of their performance needs improvement?

A) contrast error
B) halo error
C) horn error
D) strictness error
E) central tendency error

Question 67

Under which circumstance is appraisal politics most likely to occur?

A) when top executives forbid distorted ratings
B) when the goals of rating are compatible with one another
C) when performance appraisal results are directly linked to developmental programs
D) when senior employees tell newcomers stories about distorted ratings
E) when performance appraisal is not directly linked to highly desirable rewards

Question 68

Corey, a supervisor, needs to rate the performance of 20 subordinates. He uses a rating scale to rate them on a scale of 1 to 10. He rates 18 employees at 5, which leads to central tendency. In the context of types of rating errors, Corey commits a ________ error.

A) distributional
B) contrast
C) horns
D) statistical
E) halo

Question 69

Helen, a supervisor at Covington Materials, asks Hunter, the human resource manager, for advice on delivering performance feedback. Helen finds that the meetings tend to be confrontational and don't lead to performance improvement. She tells Hunter how she carefully fills out the appraisal form ahead of time and then invites the employee into the conference room to discuss her feedback immediately, before the employee has time to think up excuses for poor performance. What advice should Hunter give Helen for delivering performance feedback?

A) Helen should move the feedback meetings into her own office.
B) Helen should have Hunter conduct the feedback meetings.
C) Helen should forbid employees from overstating their accomplishments.
D) Helen should give employees a chance to complete a self-assessment ahead of time.
E) Helen should define all areas for discussion when she fills out the appraisal form.

Question 70

Which approach to performance feedback is generally most effective?

A) problem-solving
B) tell-and-sell
C) tell-and-listen
D) tell-and-train
E) listen-and-sell

Question 71

Brianna, a supervisor in a shoe store, observes Charles, an employee, becoming anxious and defensive when a customer complains about some shoes. The customer reacts to Charles' behavior by raising her voice and demanding to talk to a manager. When should Brianna give Charles performance feedback related to his handling of customer complaints?

A) at Charles' annual performance appraisal
B) within the next few weeks, whenever she has time for a formal meeting with Charles
C) as soon as she has time to list all of Charles' areas for improvement
D) as soon as she is finished talking with the complaining customer
E) during the next month in which performance appraisals are scheduled

Question 72

When an employee evaluates his or her manager low on all performance criteria due to dissatisfaction with the manager's disposition, the employee has most likely committed a(n)

A) error based on similarity.
B) halo error.
C) central tendency.
D) horns error.
E) contrast error.

Question 73

Angor, a manager at Primely Co., is asked by his manager to rate his subordinates' performances. He needs to rate 30 employees on a scale that ranges from 1 to 10. He rates 25 employees with a score of 8. In doing so, Angor commits a rating error. In the context of types of rating errors, Angor's mistake is called

A) central tendency.
B) halo error.
C) horns error.
D) leniency.
E) statistical error.

Question 74

Kate, the CEO of Era Co., wants to carry out the first company-wide performance appraisal. However, she needs to make sure that the information obtained for performance appraisal is free of bias and that the managers have provided information about subordinates without any personal issues influencing the information. Which option will assist Kate in obtaining her objective?

A) Kate must focus on obtaining information only from supervisors of employees being appraised because managers have incentives for giving accurate information.
B) Kate must occasionally work alongside the employees to ensure that they are working diligently.
C) Kate must personally question all the managers who appraise their subordinates in the performance appraisal as this will ensure integrity of information.
D) Kate must devise a policy that focuses on confidentiality of appraisal information once it is gathered from different sources because this will ensure security of information.
E) Kate must hold calibration meetings because they hold managers accountable for the appraisal information they provide about their subordinates.

Question 75

Identify a way in which an organization can promote fairness and reduce political behavior in the appraisal system.

A) use different performance standards to evaluate different employees
B) hold a calibration meeting in which managers discuss employee performance ratings and provide evidence supporting their ratings
C) discourage employees from discussing their weaknesses
D) require that managers give feedback once a year during the annual appraisal
E) encourage managers to recognize accomplishments that only employees have identified

Question 76

How can data analytics improve the measurement of employees' performance?

A) by training raters to look at many aspects of performance
B) by showing raters how errors affect their rating decisions
C) by preventing raters from making distributional errors
D) by finding patterns in an employee's behavior
E) by indicating all the circumstances, intentions, and outcomes associated with an employee's behavior

Question 77

How can managers improve employee satisfaction with the feedback process?

A) by keeping the feedback session short and concentrating on only the positive aspects of performance
B) by using the tell-and-sell approach during the feedback session
C) by avoiding decisions about following up on goals as these tend to intimidate the employee
D) by letting employees voice their opinions and discuss performance goals during the feedback process
E) by focusing on the employee's personality

Question 78

April, a production manager at Alton Corp., needs to evaluate the performance of her employees. She asks her subordinate, Tiff, to carry out this job. Tiff uses a rating scale, which ranges from 1 to 10, to rate 50 employees. She gives a score of 3 to 39 employees. In doing so, Tiff commits a ________ error.

A) mean inclination
B) strictness
C) central tendency
D) halo effect
E) statistical

Question 79

What attitude do employees typically express toward performance feedback?

A) They prefer not to get feedback, because the experience feels awkward.
B) They prefer to get all their feedback at one time, during an annual performance review.
C) They like to be surprised, especially if the feedback is positive.
D) They appreciate regular feedback, because they want to know if they are on track.
E) They are most engaged when the company schedules feedback every few months.

Question 80

Which manager is using the most effective approach to conducting a performance feedback session?

A) Bianca focuses on her employees' personalities, as she helps each one work with her to solve problems.
B) Pamela tells each employee his or her ratings and then justifies each rating, citing specific behaviors.
C) Craig goes through the evaluation form, point by point, telling why he provided the information in each item.
D) Evan works with each employee to solve performance problems respectfully, focusing on behaviors.
E) Ruby lets the employee voice his or her opinions, and then she replies with her assessment of the employee's personality traits.