HRM Course 3.2
a
QN=90 Allowing for mistakes is a sound strategy for a positive culture. a. True b. False
b
QN= 64 Managers sometimes inflate and deflate ratings for various reasons. Which of the following best describes the actual impact of rater inflation / deflation (i.e. a reason why we should NOT inflate/deflate ratings)? a. Inflating ratings will give a well deserved raise and will increase performance. b. Inflating ratings does not give employees to get accurate feedback. Thus, the employee is denied the opportunity to actually improve performance. c. Deflating employee errors will teach employees a lesson and send a message that you are a tough manager. d. Inflating rating will create better performance because the employee will feel better.
b
QN=41 Performance reviews can only be formal reviews and should never be informal. True or false? a. True b. False
acd
QN=42 Which of the following should be a part of a general performance discussion? a. Set clear expectations for the employee and the position. b. Add new data to surprise the employee. c. Discuss both past and future behavior. d. Contain a recap of prior discussions.
b
QN=43 Organizations depend on performance review data for many reasons. Which of the follow is an example of an organizational use of performance review data? a. individual development and growth plans. b. leadership development and succession planning. c. individual training plans. d. individual compensation increases.
d
QN=44 When doing a employee performance review, which of the following is important to make sure it part of the review? a. Inflate the rating or be vague so the employee will not be demotivated. b. Focus mostly on past behavior so the employee realizes what a great job they have done. c. Delegate to the employee the task of determining how he/she will improve performance. d. Have a fair amount of focus on the future, as part of the discussion.
b
QN=45 Performance reviews should only be about rewarding employees. True or False a. True b. False
c
QN=46 When you need to have a difficult feedback discussion, which of the following should be TRUE of that discussion? a. Be sympathetic to the employee's issues. b. Enhance self-esteem. c. Include alternative behavioral options for the employee to improve upon.
d
QN=47 "Feedback is like a shot" was talked about in the video. Why? a. We get shots once a year. b. Feedback, like a shot, should be given by a professional. c. We love getting feedback! d. Feedback helps us to get better.
d
QN=48 As a manager you want to get feedback from other sources (Multi rater feedback) with your sales employees who are located in store locations each with three other employees. Which of the following sources would you want to make SURE to get feedback from? a. Customers. b. Customers and employee. c. Customers and peers. d. Customers, peers and the employee.
d
QN=49 People who give multi rater feedback should do all of the following EXCEPT: a. Provide feedback that includes behavioral examples. b. Provide examples of positive behavior. c. Provide performance that was observed. d. Provide feedback on the employee's personality.
a
QN=50 One of the easiest and most cost effective ways to build employee confidence, develop competence and improve performance is to give your employees feedback on a regular and ongoing basis. True or False? a. True b. False
abd
QN=51 Which of the following were described as intentional errors when rating employees? a. Being a "tough grader." b. Rating everyone the same. c. Assigning additional "traits" to an employee. d. Being an "easy grader."
abc
QN=52 Which of the following are unintentional errors? a. Recency / Primacy. b. Sampling error. c. Varying standards. d. Strictness error.
abd
QN=53 Which of the following are effective strategies to minimize legal issues in performance management? a. Have HR and/or senior managers provide oversight of final reviews. b. Provide training that contains insight on rater errors and why they occur. c. Inflate employee ratings to make employees look good. d. Provide calibration training to managers who conduct reviews.
abc
QN=54 Which of the following are tips for minimizing rater errors? a. Oversight by others in the organization (HR - Senior managers). b. Managers Justify ratings. c. Monitor across departments and manager for overall consistency. d. Hire managers who have experience.
a
QN=55 Providing training to employees who have performance issues is an effective way to minimize legal risk. True or false? a. True b. False
a
QN=56 Performance reviews have a number of purposes, which of the following would NOT be considered a purpose of the performance review? a. To build a case against an employee in order to terminate the employee. b. Platform for feedback. c. Identifies areas for development. d. Motivational tool.
abc
QN=57 Employees generally want the same out of the review process as managers do. Which of the following represents what employees want from the review process? a. Job enrichment and career opportunities. b. Feedback on a regular basis. c. Involvement in goal setting. d. Writing their own Job descriptions.
c
QN=74 Which of the following is not a hard cost of incivility to organizations? a. Increased absenteeism. b. Increased turnover. c. Decreased workers compensation claims.
a
QN=77 In the cultural "audit," a gap analysis looks at the difference between your cultural vision and your desired vision. True or False? a. True b. False
ac
QN=78 In the "quilt of civility" one of the items was workplace design. Which of the following were mentioned as part of workplace design? a. What is on the walls in the organization. b. Geographic Locations. c. Cubes vs offices.
a
QN=79 To create civility in a culture you must do which of the following? a. Enforce it. b. Let it occur naturally.
d
QN=85 The hard costs of incivility are more easily quantifiable or identified. Which of the following is a hard cost of incivility? a. Difficulty hiring and attracting applicants. b. Quit and stay employees. c. Reputation in the market place. d. Costs of recruiting and retaining.
b
QN=89 Building civility into the fabric of your HR practices is the key to linking performance and culture. Which of the following was NOT part of the fabric? a. Treat the employee with respect during the termination process. b. Have your marketing plan include culture. c. Have recruiters include culture in the recruiting materials. d. During exit interviews ask the question of why the started to look elsewhere.
a
QN=81 The reasoning behind the quote "culture eats strategy for breakfast" is best described as: a. Culture will undermine the strategy if employees are not on board. b. Culture is far more important than any strategy. c. Senior managers do not value strategy.
d
QN=58 What is the NOT an advantage of a common window approach? a. Gives manager an opportunity to review all at their employees at the same time. b. Is easier to allocate salary increases based on performance. c. More likely manager will accurately assess / compare employee performance. d. The common window approach can be time consuming if the manager has a large number of employees.
a
QN=59 Which of the following components of feedback is considered ineffective (avoid this)? a. Feedback should be given in the form of a feedback "sandwich" (e.g. You did great, but ...). b. Identify consequences for not improving performance. c. Feedback must be verifiable. d. Give feedback privately.
bcd
QN=60 Which of the following are desired characteristics in the person selected to give feedback in the multi-rater process? a. Increases legal liability because non-managers are involved in the process. b. Someone who has observed the employees behavior. c. Someone who will be brutally honest with the employee. d. Conveys a strong commitment to the performance management process.
bcd
QN=61 There are a number of pro's and con's for multi-rater feedback. Which of the following are reasons why we might want to use multi-rater feedback? a. It reduces manger's workload, because they will not be the only one involved in the performance review process. b. Employees will have a chance to receive feedback from other people besides their managers. c. Multi rater feedback decreases potential bias. d. Multi rater feedback provides a platform for managers to discuss difficult issues.
abc
QN=62 Feedback is a key ingredient in helping employees grow. Without feedback it is difficult to understand areas for development. Which of the following costs do we suffer when we do NOT give employees feedback?" a. Employees are not given direction on "development opportunities" (areas to improve). b. Chronic poor performance. c. Employees have an inaccurate perception of their performance. d. Consistent lateness.
a
QN=63 Which of the following are considered intentional errors in the performance evaluation process? a. Leniency and strictness errors. b. Similar to me / different from me errors. c. Recency / primacy effect errors. d. Sampling error.
d
QN=65 Three of the following are typically components of "rater error training." Which of the following components is NOT a typical part of "rater error training" programs as discussed in our video lessons? a. Understand different types of rater errors/distortions and why managers commit these errors. b. Big picture overview of the performance management system. c. Calibration and frame of reference training. d. Understanding of the compensation system.
a
QN=66 Which of the following was stated in video concerning culture and strategy? a. Culture eats strategy for breakfast. b. Strategy eats culture for breakfast.
b
QN=67 "How we do things around here" is a definition of which of the following? a. Strategy. b. Culture. c. HR Processes.
b
QN=68 Which of the following would describe attributes of culture in an organization? a. Goals. b. Corporate citizenship, norms and morés. c. Mission.
d
QN=69 What is not one of the 3 R's of Civility? a. Restraint. b. Respect. c. Responsibility. d. Reality.
a
QN=70 Which of the following was not listed under the "R" of Restraint? a. Active listening. b. Acting on values. c. Emotional regulation.
a
QN=71 According to the statistic in the lecture, 50% of US employees have stated they were bullied or witnessed such behaviors. True or False? a. True b. False
a
QN=72 Which of the following was listed an impact on teams in a culture of incivility? a. Interpersonal Conflicts. b. Increased anxiety. c. Decreased individual performance. d. Decreased job satisfaction.
a
QN=73 One of the consequences of an uncivil culture is people are afraid to speak up for fear of consequences. True or False? a. True b. False
a
QN=75 A civil, positive culture can produce positive results that could be seen as a "dividend" to the organization. True of False? a. True b. False
b
QN=76 Servant Leadership focuses on which of the following? a. Scarcity. b. Values. c. Coercion.
a
QN=80 "Walk the talk" means: a. Our deeds follow our words. b. Management by Walking Around (MWA).
c
QN=82 In one of our video lectures, we used a parking sign as potential symbol of culture. It read Reserved "Executive Parking Only" . What does this say about the culture of that organization? a. Employee focused. b. Customer focused. c. Hierarchy focused.
abd
QN=83 One of our lectures discussed the "3 R's" as a model for civility. This was a way to strengthen the organization's cultural immunity system. Which of the below is/are sign(s) of respect? (choose all that apply) a. Active listening. b. Inclusion of others. c. Pro-activity. d. Direct communication with positive tone and non verbals.
b
QN=84 "Do unto others as they would have done unto themselves" was identified as: a. The Customer Rule. b. The Platinum Rule. c. The Golden Rule.
bcd
QN=86 Which of the following would be considered "organizational civility dividends" resulting from a positive workforce culture?" a. Increased employee turnover. b. Employer of choice. c. Increased share price. d. Customers as promoters.
b
QN=87 Which of the following organizational strategies is most effective in building a positive culture? a. Innovation b. Strengths based / Appreciative inquiry approach c. Product excellence
d
QN=88 Leaders in organizations that embrace civility are held accountable for all of the following EXCEPT: a. Modeling behaviors. b. Reinforcing desired behaviors. c. Coaching employees on positive behaviors. d. Ensuring attendance policies are enforced.
