PERS1301 Ch. 7: Performance Management

What is a key challenge with using a management by objectives approach to performance​ appraisal? A. It can cause disagreements among employees. B. It is​ unfair, because all employees are excellent. C. It is too time consuming. D. It is difficult to develop.

It is too time consuming.

The​ 360-degree feedback approach is popular among Canadian​ employers, despite such problems as the amount of time and effort involved and lack of fit with strategic goals and other HR practices. What is another problem with​ 360-degree feedback? A. Coaching and mentoring is not supported. B. Appraisals are based on objective measures. C. Feedback is multisource. D. There is a lack of trust in the system by employees

There is a lack of trust in the system by employees

What should a manager do when preparing for an appraisal interview with a​ non-supervisory employee? A. Ensure a public space is available for the interview. B. Schedule as many interviews as possible in one​ day, to avoid a loss in productivity. C. Give the employee at least a​ week's notice to review his or her work and job description. D. Increase observations of the employee and review the​ employee's most recent deliverables.

Give the employee at least a​ week's notice to review his or her work and job description.

There are many ways to avoid appraisal problems. For​ instance, supervisors can be trained on how to eliminate rating errors. Which of the following is NOT another way to avoid appraisal​ problems? A. Use multiple rating scales for the same behaviour. B. Make appraisers aware of problems that can arise. C. Choose the right appraisal tool. D. Use multiple raters.

Use multiple rating scales for the same behaviour.

Management by objectives include all of the​ following, except A. a discussion of departmental goals. B. performance reviews. C. aligning compensation goals. D. establishing departmental goals.

aligning compensation goals.

When a performance appraisal​ (PA) scale is too open to interpretation of traits and​ standards, it leads to which of the following structural problems in the PA​ process? A. unclear performance standards B. central tendency C. simplistic performance standards D. appraisal scales open to interpretation

unclear performance standards

Which of the following is a criticism that can be applied to the graphic rating​ scale, the forced distribution​ method, and the paired comparison​ method? A. These methods focus too much on traits. B. These methods focus too much on performance. C. There is an overreliance on numerical measurement. D. These methods focus too much on results.

These methods focus too much on traits.

Which of the following is a guideline for conducting an appraisal​ interview? A. develop an action plan B. control the conversation C. compare the​ person's performance with that of other people D. be vague and indirect

develop an action plan

Strictness or leniency is NOT a problem with which of the following​ approaches? A. behaviourally anchored rating scales B. critical incident C. ranking D. management by objectives

ranking

When a manager meets with a satisfactory employee to discuss his or her performance and focuses on how to maintain that​ performance, it is known as a A. ​development-based appraisal. B. satisfactory-promotable appraisal interview. C. difficult performance appraisal. D. satisfactory-not promotable appraisal interview.

satisfactory-not promotable appraisal interview.

In the performance management​ process, who should be primarily responsible for monitoring​ performance? A. the human resources department B. the department manager C. the employee​ him- or herself D. a committee of the​ employee's peers

the employee​ him- or herself

Which of the following is something that managers need to conduct​ high-quality formal appraisal​ discussions? A. incentives B. research C. training D. supervision

training

What is the major difference between a behaviourally anchored rating scale​ (BARS) and management by objectives​ (MBO)? A. MBO focuses on​ behaviour, while a BARS focuses on results. B. A BARS focuses on numerical​ measurement, while MBO does not. C. MBO is more specific in its measures than a BARS. D. A BARS focuses on​ behaviour, while MBO focuses on results.

A BARS focuses on​ behaviour, while MBO focuses on results.

Which of the following is a good recommendation for developing an effective appraisal​ process? A. Employ subjective supervisory ratings as the main component. B. Allow appraisers regular contact with the employee being evaluated. C. Use a rating system from another company. D. Use a rating scale with abstract trait names such as​ "honesty."

Allow appraisers regular contact with the employee being evaluated.

Which of the following is an advantage of​ 360-degree performance​ appraisal? A. It does not always fit with an​ organization's strategic goals. B. Employees may lack trust in the system. C. A​ multi-rater system is more meaningful for complex jobs. D. It takes too much time.

A​ multi-rater system is more meaningful for complex jobs.

Which of the following statements regarding the advantages of the behaviourally anchored rating scale​ (BARS) method of performance evaluation is​ FALSE? A. BARS evaluations seem to be relatively consistent and reliable in that different​ raters' appraisals of the same person tend to be similar. B. The critical incidents along the scale help to clarify what is meant by extremely good​ performance, average​ performance, and so forth. C. The critical incidents may be more useful in providing feedback to appraisees than simply informing them of their performance rating without providing specific behavioural examples. D. BARS is developed by the supervisor who knows the job better than anyone else does. The result should therefore be a good measure of performance on that job.

BARS is developed by the supervisor who knows the job better than anyone else does. The result should therefore be a good measure of performance on that job.

There are four things to keep in mind when conducting an appraisal interview. Which of the following is NOT one of​ these? A. Encourage the person to talk. B. Be direct and specific. C. Do not get personal. D. Compare to star employees.

Compare to star employees.

Tradeco executives have noticed an increase in turnover and a drop in satisfaction among​ low-level employees. Supervisors are at a loss to explain what is happening but some departing employees have mentioned negative supervisory behaviour as a factor in their decision to leave. What could Tradeco do about​ this? A. Conduct a management appraisal on supervisors. B. Conduct a subordinate appraisal of supervisors. C. Conduct a​ self-appraisal of supervisors. D. Conduct a peer appraisal by supervisors.

Conduct a subordinate appraisal of supervisors.

There are five steps to the performance management process. Which of the following is not one of those​ steps? A. Disciplining and punishing workers who do not achieve. B. Determining performance rewards and consequences. C. Defining performance expectations and goals. D. Providing ongoing feedback and coaching.

Disciplining and punishing workers who do not achieve.

In dealing with employee performance​ issues, legal experts suggest following seven steps. Which of the following is one of those​ steps? A. Let the employee know that his or her performance is unacceptable and​ ex-plain your minimum expectations. B. Send a warning letter together with a​ "satisfactory" performance review. C. Continue to condone the​ employee's behaviour. D. Give the employee one week to improve their behaviour.

Let the employee know that his or her performance is unacceptable and​ ex-plain your minimum expectations.

What is the best way to ensure effective performance​ management? A. Requiring managers to adopt a​ 360-degree approach. B. Using a rating scale. C. Ensuring performance appraisals are conducted on time each year. D. Maintaining quality dialogue between manager and employee.

Maintaining quality dialogue between manager and employee.

Which of the following is good advice for conducting a performance appraisal​ interview? A. Make sure the person understands how he or she should improve his or her performance. B. Provide vague examples of performance that needs attention or improvement. C. Have the person develop an action plan with possible activities. D. The person does not need to understand or agree with the reasons for the appraisal.

Make sure the person understands how he or she should improve his or her performance.

Which of the following is NOT one of the guidelines for developing an effective appraisal​ process? A. Use subjective​ ratings, such as​ essays, as only one component of the appraisal. B. Incorporate a formal appeal mechanism in the appraisal. C. Appraisal items must be drawn from a job analysis. D. Performance appraisals should be carried out by a member of the HR department.

Performance appraisals should be carried out by a member of the HR department.

What is the major difference between a job description and performance​ expectations? A. Job descriptions are a legal​ requirement, while performance expectations are not B. Performance expectations are very specific to the position and are measurable. C. Job descriptions are more specific than performance expectations. D. A job description states the​ duties, tasks, and​ responsibilities; performance expectations only include tasks.

Performance expectations are very specific to the position and are measurable.

What is the difference between performance management and performance​ appraisal? A. Performance appraisal is measuring​ performance; performance management is controlling it. B. Performance management is the complete process involving all elements relating to improving employee performance. C. Performance management is the same as performance appraisal. D. Performance management is part of performance appraisal.

Performance management is the complete process involving all elements relating to improving employee performance.

Understanding and dealing with defensiveness is an important appraisal skill. Which of the following is a good way to deal with a defensive​ employee? A. Tell the employee that they are using excuse. B. Recognize that defensive behaviour is normal. C. Remember that as a supervisor you are the resident psychologist. D. It is best to get the person to do something about the issue immediately.

Recognize that defensive behaviour is normal.

Within which step of the performance management process do we ensure realistic job demands and alignment with the​ organization's strategy? A. Step​ 4: Determine Performance​ Rewards/Consequences B. Step​ 2: Providing Ongoing Coaching and Feedback C. Step​ 3: Performance Appraisal and Discussion D. Step​ 1: Defining Performance Expectations

Step​ 1: Defining Performance Expectations

Within which step of MBO are employees asked to develop their own​ goals? A. Step​ 2: Set departmental goals B. Step​ 3: Discuss departmental goals C. Step​ 1: Set the​ organization's goals D. Step​ 4: Define expected results

Step​ 3: Discuss departmental goals

Within which step of the performance management process do we make comparisons between an​ employee's actual performance and the performance standards that have been​ set? A. Step​ 3: Performance Appraisal and Discussion B. Step​ 4: Determine Performance​ Rewards/Consequences C. Step​ 2: Providing Ongoing Coaching and Feedback D. Step​ 5: Career Development Discussion

Step​ 3: Performance Appraisal and Discussion

Within which step of MBO do department heads and employees set​ short-term performance​ targets? A. Step​ 2: Set departmental goals B. Step​ 4: Define expected results C. Step​ 3: Discuss departmental goals D. Step​ 1: Set the​ organization's goals

Step​ 4: Define expected results

What is the major difference between the critical incident method and narrative​ forms? A. The critical incident method focuses only on important issues and performance. B. The critical incident method focuses on examples of desirable or undesirable​ behaviours, while narrative forms focus on performance issues. C. Narrative forms focus only on important issues and performance. D. Narrative forms tell a complete​ story, while the critical incident method does not.

The critical incident method focuses on examples of desirable or undesirable​ behaviours, while narrative forms focus on performance issues.

Which of the following is NOT an advantage of behaviourally anchored rating scales relative to other​ measures? A. The measure is consistent. B. The measure has clear standards. C. The measure can be used across different jobs in an organization. D. The measure is more accurate.

The measure can be used across different jobs in an organization.

Which of the following statements about types of formal appraisal interviews is​ FALSE? A. The objective of the unsatisfactory​ performance-correctable discussion is to make plans for correcting performance. B. The objective of the satisfactory​ performance-promotable employee discussion is to make developmental plans. C. The objective of the satisfactory​ performance-not promotable employee discussion is to improve or develop performance. D. The objective of the satisfactory​ performance-not promotable employee discussion is to maintain performance.

The objective of the satisfactory​ performance-not promotable employee discussion is to improve or develop performance.

Tradeco uses the forced distribution method for performance appraisal within all of its departments and in all of its retail stores. Which of the following is​ true? A. The resulting appraisals are valid determinants for pay decisions across the organization. B. The performance of employees in one department cannot be easily compared to performance in another department. C. The results generated by employees are clearly measured. D. The behaviours of employees are fairly evaluated.

The performance of employees in one department cannot be easily compared to performance in another department.

Bob, a very successful salesperson paid on straight​ commission, has been told that he should be less aggressive with customers and has attended workshops that have shown him how to effectively communicate in a less aggressive fashion.​ However, Bob continues to behave in the same way. Which of the following would most likely be the​ issue? A. ​Bob's personality may not allow Bob to change his behaviour. B. The reward system in​ Bob's organization does not match the performance expectations. C. Bob may not be receiving the appropriate level of coaching to change his behaviour to match expectations. D. Bob does not understand the behavioural expectations in his position.

The reward system in​ Bob's organization does not match the performance expectations.

Nadia is working hard as an administrative assistant at Provincial Senior University. She likes her​ co-workers and is happy with her​ job, but really thinks that the work that she​ does, particularly compiling statistics on student retention and​ performance, is pretty mindless. What seems to be missing in​ Nadia's job? A. Nadia should be working on tasks that are more interesting. B. There should be a direct connection for Nadia between her work and the strategy of the​ organization, in order to provide meaning to her work. C. It appears that Nadia does not receive sufficient pay in her job to keep her​ motivated, so she should be rewarded more for her work. D. Nadia should receive more feedback to let her know whether she is doing a good job or not.

There should be a direct connection for Nadia between her work and the strategy of the​ organization, in order to provide meaning to her work.

A performance improvement plan is​ a(n) _________ A. voluntary agreement. B. compensation template. C. tool for uncorrectable performance. D. action plan.

action plan.

Which formal appraisal method ranks employees from best to worst on a particular​ trait? A. paired comparison method B. graphic rating scale C. alternation ranking method D. forced distribution method

alternation ranking method

As a​ manager, Edwin is faced with a difficult problem—​Todd, who reports to​ Edwin, has demonstrated disappointing​ performance, which Edwin believes is based on a misunderstanding of expectations. What type of appraisal interview should Edwin​ conduct? A. an unsatisfactory performance-correctable interview B. a satisfactory performance-not promotable employee interview C. an unsatisfactory performance-promotable employee interview D. ​none; Todd should be dismissed.

an unsatisfactory performance-correctable interview

Vanessa is an attractive woman who routinely gets very good performance appraisals from her male supervisors in spite of having results that are very similar to those of her​ co-workers. This is likely an example of which rating​ problem? A. appraisal bias B. leniency error C. halo effect D. recency effect

appraisal bias

Effective performance management requires close ties among A. ​supervisors, raters, and ratees. B. ​efficiency, effectiveness, and continuous improvement. C. appraisal​ results, rewards, and recognition outcomes. D. ​goals, operations, and strategies.

appraisal​ results, rewards, and recognition outcomes.

Effective performance management involves all of the​ following, except A. investing in employee development planning. B. avoiding the influence of individual goals on business strategy. C. ensuring close ties among appraisal​ results, rewards, and recognition outcomes. D. showing leadership and accountability at all levels of the organization.

avoiding the influence of individual goals on business strategy.

Paula is completing a performance rating form on members of her​ staff, who are all lifeguards. She wants to ensure that she can identify specific behaviours to give her staff feedback for improvement. Which method should she​ use? A. management by objectives B. behaviourally anchored rating scale C. graphic rating scale D. forced distribution

behaviourally anchored rating scale

Which appraisal method has the advantage of being very accurate and providing higher​ inter-rater reliability, but the disadvantage of being difficult to​ develop? A. critical incident method B. narrative form C. graphic rating scale D. behaviourally anchored rating scale​ (bars)

behaviourally anchored rating scale​ (bars)

Grace, a​ firefighter, is engaged in a critical incident method of performance evaluation. What would likely be the behaviours that would be most important in this​ evaluation? A. behaviours demonstrated in training B. behaviours involved in fighting a fire C. behaviours involving in maintaining equipment D. behaviours involved in staying in shape

behaviours involved in fighting a fire

The success Canadian employers are having with​ 360-degree feedback is due primarily to A. clear objectives. B. not being swayed by contextual factors. C. not using it for developmental purposes. D. relying on external consultants.

clear objectives.

A​ 360-degree appraisal requires training for all of the​ following, except A. ratees. B. clients. C. raters. D. supervisors.

clients

"Demonstrates a positive​ attitude" and​ "pitches in to help others when​ needed" are examples of A. contextual performance. B. task performance. C. aptitude performance examples. D. job specifications.

contextual performance.

Mariam wants to improve as an employee and needs to know specifically how she has performed and how she can improve. Which method of performance appraisal would be most appropriate for this​ purpose? A. MBO B. critical incident method C. graphic rating scale D. forced distribution method

critical incident method

Which formal appraisal method keeps a log of desirable or undesirable incidents of each​ employee's work-related​ behaviour? A. forced distribution method B. alternation ranking method C. paired comparison method D. critical incident method

critical incident method

Michelle is a bright and promising new employee in her​ organization, but she does not seem to be living up to expectations as shown by her performance appraisals. She is pleased by the pay that she receives and is looking forward to participating in development workshops. What part of the performance management process seems to be the greatest problem in​ Michelle's case? A. conducting development discussions B. determining performance rewards C. defining performance expectations D. discussing career opportunities

defining performance expectations

Which of the following would not be considered part of the performance management​ process? A. determining rewards and consequences B. providing ongoing feedback and coaching C. defining expectations and goals D. developing health and safety programs

developing health and safety programs

Which of the following is NOT a benefit of performance​ management? A. management of employee skills B. enhancing organizational technology C. improvement in organizational outcomes D. fostering employee talents

enhancing organizational technology

Which formal appraisal method is the simplest and most popular technique for evaluating​ performance? A. forced distribution method B. graphic rating scale C. paired comparison method D. alternation ranking method

graphic rating scale

Joaquim has been a manager for two years. This company just implemented an anonymous formal upward feedback program. Which of the following would you NOT expect to happen with​ Joaquim? A. increased​ self-awareness B. higher motivation C. enhanced behaviours D. higher ratings

higher ratings

Electronic performance measurement includes all of the​ following, except A. monitoring sales calls in a call center. B. listening to an​ employee's personal calls. C. monitoring data entry keystrokes. D. tracking delivery drivers via GPS.

listening to an​ employee's personal calls.

Jane's team used peer evaluations​ effectively, with a variety of positive and negative feedback. Which of the following is NOT likely to describe the team environment in which Jane​ operates? A. good communication B. low dissatisfaction C. high motivation D. low cohesion

low cohesion

High-performing organizations have​ __________ than​ low-performing organizations. A. more frequent management of performance B. better appraisal tools C. less subjective supervisory ratings D. more use of​ 360-degree feedback

more frequent management of performance

Performance management includes all of the​ following, except A. training and development. B. pay for performance. C. networking. D. goal setting.

networking

In the performance management​ process, when should coaching and feedback take​ place? A. annually B. every six months unless there is a problem C. shortly after performance appraisal D. on an ongoing basis

on an ongoing basis

Which of the following would lead the criteria for performance appraisal to be inaccurate or not​ valid? A. broad enough to cover all aspects of the job requirements B. relevant to the job being appraised C. specific D. open to interpretation

open to interpretation

Effective performance management links individual goals with A. organizational strategy. B. team incentives. C. departmental goals. D. objectives.

organizational strategy.

Which formal appraisal method ranks employees by comparing every employee to every other​ employee? A. alternation ranking method B. forced distribution method C. graphic rating scale D. paired comparison method

paired comparison method

What do we call the process encompassing all activities related to improving employee​ performance, productivity, and​ effectiveness? A. performance management B. training C. ​on-and off-the-job training D. strategic management

performance management

Which of the following factors might unfairly influence or bias the results for the hiring of a​ supervisor? A. educational background B. previous performance C. previous experience D. training received

previous performance

The key success factor for effective performance appraisal that will lead to optimum employee performance is the A. use of​ 360-degree feedback. B. recognition provided after. C. timing of the discussion. D. quality of the performance appraisal dialogue.

quality of the performance appraisal dialogue.

There are numerous rating scale problems with performance​ appraisals, such as unclear performance standards and halo effect. Which of the following is NOT another rating scale problem with performance​ appraisals? A. appraisal bias B. ​strictness/leniency C. recency effect D. central tendency

recency effect

Who is NOT involved in​ 360-degree appraisal? A. peers B. customers C. self D. supervisor

self

Upward feedback is a term used when​ _______________ conduct the appraisal. A. committees B. supervisors C. subordinates D. peers

subordinates

Who is in the best position to observe and evaluate the performance of​ employees? A. subordinates B. supervisors C. committees D. themselves

supervisors

Although performance management techniques in​ high- and​ low-performing organizations are essentially the​ same, managers in​ high-performing organizations A. tend to conduct and implement appraisals and manage performance on an hourly basis. B. tend to conduct and implement appraisals and manage performance on a daily basis. C. tend to conduct and implement appraisals and manage performance on a quarterly basis. D. tend to conduct and implement appraisals and manage performance on a yearly basis.

tend to conduct and implement appraisals and manage performance on a daily basis.

The alternation​ ranking, paired​ comparison, and forced distribution methods of performance appraisal attempt to overcome a problem with a graphic rating scale. What problem is​ this? A. lack of clarity in what is being appraised B. tendency for managers to rate all employees as average C. lack of specific relationship to the job D. lack of clarity in values of appraisal

tendency for managers to rate all employees as average

In the​ workplace, which of the following might have the least importance as it relates to rating​ errors? A. incentives tied to performance ratings B. time constraints C. training D.need to justify ratings

training

In the​ workplace, which of the following might have the least importance as it relates to rating​ errors? A. need to justify ratings B. time constraints C. incentives tied to performance ratings D. training

training

What is measured using the typical graphic rating​ scale? A. traits B. outcomes C. behaviours D. results

traits

A performance appraisal technique that uses multiple​ raters, such as​ peers, subordinates,​ supervisors, and​ clients, is A. ​360-degree. B. ​team-based. C. ​peer-based. D. management by objectives.

​360-degree.