chapter 8

8.1 Managers should not be held accountable for tracking their employees' development.

FALSE

8.1 The first step of a feedforward interview is to discuss an employee's weaknesses.

FALSE

8.1 Three-hundred-sixty-degree feedback should only be used for administrative purposes.

FALSE

8.1 Three-hundred-sixty-degree feedback systems will be effective in all organizations.

FALSE

8.1 How does a 360-degree feedback system help employees take control of their own careers?

It allows employees to gain a realistic assessment of where to go with their careers

8.1 ___________ is/are a developmental process that consists of a one-on-one relationship between a senior (mentor) and junior (protégé) employee.

Mentoring

8.1 What is the objective of a developmental plan?

To encourage continuous learning, performance improvement, and personal growth

8.1 Successful 360-degree feedback systems offer:

A and B

8.1 Which of the following is characteristic of a good 360-degree feedback system?

A and C are correct

8.1 Developmental activities include:

All of the above

8.1 The steps of a feedforward interview include:

All of the above

8.1 Which of the following are acceptable developmental activities?

All of the above

8.1 Which of the following objectives are objectives of developmental plans?

All of the above

8.1 Which of the following questions should be answered to determine if an organization is prepared to implement a 360-degree feedback system:

All of the above

8.1 A direct supervisor's responsibilities regarding employee development include all of the following except:

Developing hard-to-reach goals and objectives

8.1 Which of the following is an advantage to a 360-degree feedback system?

Employees exhibit increased commitment to improve

8.1 What is the defining feature of a 360-degree feedback system?

Employees receive feedback from a variety of people including supervisors, coworkers, and clients

8.1 In using 360-degree feedback systems, what can be done to ensure that employees accept the results?

Ensure that the employee is allowed to select at least some raters that will provide feedback

8.1 A 360-degree feedback system is less effective for an individual who perceives a need to change.

FALSE

8.1 A temporary assignment is a developmental activity that allows an employee to receive publications and attend informal and formal meetings in which employees have an opportunity to learn about best practices in their industries.

FALSE

8.1 Developmental plans should be implemented for all but the lowest level employees.

FALSE

8.1 If there are no promotion opportunities available in an organization, then it should not be written into developmental plans for its employees.

FALSE

8.1 Which of the following is included in the direct supervisor's role in creating a developmental plan?

Referring the employee to activities appropriate for the achievement of goals

8.1 A 360-degree feedback system is most effective for individuals high in self-efficacy.

TRUE

8.1 Developmental plans should keep the needs of both the organization and the employee in mind.

TRUE

8.1 In 360-degree feedback systems, information is gathered from an employee's peers, customers, subordinates, and supervisors.

TRUE

8.1 One goal of a feedforward interview is to think about ways that an employee's skills can be used to make further improvements in the future.

TRUE

8.1 One risk of 360-degree feedback systems is that raters may become overloaded with forms to complete.

TRUE

8.1 The overall objective of a developmental plan is to encourage continuous learning, performance improvement, and personal growth.

TRUE

8.1 Three-hundred-sixty-degree feedback systems where the feedback is anonymous are more likely to be successful.

TRUE

8.1 Two of the advantages of implementing 360-degree feedback systems are that employees have increased commitment to improve and that they have more control over their careers.

TRUE

8.1 When is a 360-degree feedback system most useful?

When it is used for developmental purposes only

8.1 It would be unwise to implement a 360-degree feedback system in an organization:

Where employees are not trusted to get their job done

8.1 360-degree feedback systems should focus on _______________ to ensure that the employee can identify specific actions to improve performance.

behaviors

8.1 Because 360-degree feedback systems gather feedback from multiple sources, there is a decreased chance of ______________ in the identification of employees' weaknesses.

biases

8.1 A gap analysis is conducted examining the areas for which there are large discrepancies between __________ and ______________.

self-perceptions; perceptions of others

8.1 Raters in successful 360-degree feedback systems receive ___________ and __________.

training, room to include comments

8.1 One of the goals of a feedforward interview is to:

understand the skills that individuals have that allow them to perform well