444 - Ch.9

If a manager abruptly fires an employee for a single error and does not use progressive discipline for an under-performing employee, he/she may be making a .. Select one: A. horn error. B. recency error. C. halo error. D. primacy error.

B

Performance management can be used for both administrative and developmental purposes. The administrative purposes focus on issues such as Select one: A. Helping employees improve their performance B. determining who will be getting raises C. figuring out which training is needed D. encouraging ethical behavior

B

When a manager is not trained to provide performance feedback, Select one: A. they may only focus on either the positive or negative performances on the job. B. All of the answers are correct. C. they may not look at the employee's behaviors, and label them as good or bad employees. D. they may only have a performance meeting once a year to discuss how employees can improve.

B

GE is highly competitive and ranks how people perform against each other in their performance management system. Using the 4 Es, it is likely that they will tell the low performers to look for a new job. 3M on the other hand is all about innovation and taking risks. Differences in how these two companies approach their performance management approach are shaped by Select one: A. Ethical considerations. B. Employee concerns. C. Different cultures. D. Labor Force Trends

C

Nordstrom is famous for having a customer oriented focus for their employees. Given this focus, which of the following would be an appropriate method for evaluating their employees? Select one: A. Absolute. B. Comparative. C. Behavioral. D. Normative.

C

Which of the following absolute approaches focuses on identifying examples of exceptionally good and exceptionally bad performance and evaluating employees against those examples? Select one: A. Direct measures approach. B. Management by objectives. C. Critical incident approach. D. Behaviorally anchored rating scales.

C

Which of the following likely reflects ethical concerns when designing a performance management system Select one: A. if the climate created by the system foster ethical decisions. B. if the employees feel that dimensions the system is measuring is ethical. C. All of the answers are correct. D. if employees see the system as ethical.

C

Which performance evaluation approach focuses on collaborating with employees to identify goals that employees will work toward that become the focus of the evaluation meeting at a later point in time? Select one: A. Behavioral observation B. Critical incidents approach C. Management by objectives D. Supervision by assignment

C

_________ refers to a performance management error that occurs when a rater consistently rates employees on the low end of an evaluation scale while a(n) __________ occurs when a rater is unwilling to rate employees as very high or very low on an evaluation scale. Select one: A. Error of central tendency, Leniency error B. Leniency error, Error of central tendency C. Strictness error, Error of central tendency D. Strictness error, Leniency error

C

error of central tendency

a bias that occurs when raters are unwilling to rate individuals as very high or very low on an evaluation scale

360-degree appraisal

a comprehensive measurement approach that involves gathering performance data from as many sources as possible - supervisors, peers, subordinates, and customers

positive discipline

a disciplinary process that is not punitive but focuses on constructive feedback and encourages employees to take responsibility for trying to improve their behaviors or performance at work

forced distribution

a form of individual comparisons whereby managers are forced to distribute employees into one of several predetermined categories

graphic rating scale

a method of evaluating employees based on various traits, or attributes, they possess that are relevant to their performance

contaminated performance measure

a performance measure that is irrelevant to an individual's actual job performance

progressive discipline

a process by which an employee with disciplinary problems progresses through a series of disciplinary stages until the problem is corrected

direct measures approach

a results based evaluation approach in which managers gauge the outcomes of employees' work such as their sales, productivity, and absenteeism

Management by Objectives (MBO)

a results based evaluation approach where managers meet with their employees and jointly set goals for employees to accomplish during a particular time period

paired comparison

an evaluation approach in which each employee in a business unit is compared to every other employee in the unit

ranking approach

an evaluation approach in which employees are evaluated from best to worst along some performance dimension or by virtue of their overall performance

Deficient performance measure

an incomplete appraisal of an individual's performance when important measures are not measured

contrast effect

bias that results when an evaluation of one or more job applicants is artificially inflated or deflated compared to the evaluation of another person

specificity

the clarity of performance standards

absolute approach

the evaluation of employees' performance by comparing employees against certain "absolute" standards (rather than against each other) along a number of performance dimensions (rather than simply making a global assessment about them)

performance standards

the level of expected performance

Self-appraisal

the process of employees assessing their own performance.

Performance Management

the process of managing two related activities: 1) evaluating the performance of your employees against the standards set for them and 2) helping them develop action plans to improve their performance

Performance dimensions

the specific tasks and activities employees must perform to do their jobs, and the competencies employees need to successfully perform those tasks and activities

Global Performance Measure

the use of a single score to reflect an individual employee's overall performance

frame-of-reference training

training that aims to help raters understand performance standards as well as performance dimensions

A deficient performance measure has Select one: A. unmeasured aspects of an individual's performance in the evaluation. B. excessive aspects of an individual's performance in the evaluation. C. irrelevant aspects of an individual's performance in the evaluation. D. forced aspects of an individual's performance in the evaluation.

A

Which of the following performance management systems might lead to bias and even discrimination lawsuits by forcing managers to arbitrarily come up with reasons to allocate employees into different ratings categories to meet the requirements of the performance management system? Select one: A. Forced distribution. B. Paired comparisons. C. Behavioral observation scales D. Management by objectives.

A

Which of the following sources of performance data might lead to retaliatory consequences against employees if not managed properly? Select one: A. Subordinates B. Supervisors C. Quantitative D. Customers

A

While progressive discipline is seen as ______________, positive discipline is seen as ______________. Select one: A. punitive, developmental B. negative, slow C. negative, developmental D. punitive, slow

A

For an employee rated as "excellent in customer service", this rating lacks ______________ performance measures. Select one: A. paired B. ranking C. standard D. specific

D

_________ is used to reduce rater bias. Select one: A. regency-reference training. B. leniency bias training. C. feedback bias training. D. frame-of-reference training.

D

similar-to-me errors

a bias that occurs when evaluators rate employees who resemble them in some way more highly than they rate employees who are dissimilar

behavioral observation scale (BOS)

a behavior based evaluation approach that requires raters to evaluate how often an employee displays certain behaviors on the job

forced-choice

a behavior based evaluation approach where managers must choose from a set of alternative statements regarding the person being rated

behaviorally anchored rating scale (BARS)

a behavior based evaluation approach where raters must evaluate individuals along a number of performance dimensions with each performance rating standard anchored by a behavioral example

critical incident approach

a behavior-based evaluation approach where the evaluation criteria consist of statements or examples of exceptionally good or poor performance employees display over the course of the evaluation period

devil's horn error

a bias that occurs when a negative characteristic of a person affects the evaluation of the person's other attributes

halo error

a bias that occurs when a positive characteristic of a person affects the evaluation of the person's other attributes

leniency error

a bias that occurs when a rater consistently rates employees on the higher end of an evaluation scale

strictness error

a bias that occurs when a rater consistently rates employees on the low end of an evaluation scale

recency error

a bias that occurs when a rater narrowly focuses on an employee's performance that occurs near the time of the evaluation

primacy error

a bias that occurs when a raters earlier impressions of an individual bias his or her later evaluations of the person