MBA 681 Chapter 9

What is a behaviorally anchored rating scale (BARS)? How would a manager develop a BARS?

A behaviorally anchored rating scale is a rating scale that is anchored with specific behavioral examples of good or poor performance. Because of the anchors, which are based on the dimensions of performance illustrated by critical incidents, a BARS combines the benefits of narratives, critical incident, and quantified scales. There are five steps required for developing a BARS. Each step is explained below. • Step 1: Write critical incidents. In this step, people who know the job are asked to describe specific illustrations of effective and ineffective performance. • Step 2: Develop performance dimensions. The people who know the job are then asked to cluster the incidents into a smaller set of performance dimensions and to define each dimension with a name. • Step 3: Reallocate incidents. Another group of people, who also know the job, should reallocate the original critical incidents. They will receive the cluster definitions and the list of critical incidents. They will then reassign each incident into the cluster they think it fits best. If the assignments made by the first group and second group match well, then that critical incident is retained. • Step 4: Scale the incidents. The second group then rates the behavior described by the incident as to how effectively or ineffectively it represents performance on the dimension. • Step 5: Develop a final instrument. Six or seven of the incidents are the dimension's behavioral anchors.

Which of the following terms refers to a performance appraisal based on surveys from peers, supervisors, subordinates, and customers? A) 360-degree feedback B) team appraisals C) upward feedback D) rating committee

A) 360-degree feedback

Wilson Consulting is a management consulting firm with 70 employees. As associate vice president of marketing, Suzanne Boyle is responsible for conducting performance appraisals of the 12 employees under her direct supervision. Suzanne plans to use the behaviorally anchored rating scale (BARS) to evaluate the performance of her subordinates. Which of the following, if true, supports the argument that BARS is the most appropriate performance appraisal tool for Suzanne to use? A) Suzanne wants to provide her subordinates with specific examples of their good and poor job performance during the appraisal interview. B) Suzanne encourages her subordinates to review and make comments about their appraisal during a formal appeals process. C) Wilson Consulting recently installed an electronic performance monitoring system to help supervisors conduct appraisals. D) Suzanne provides her subordinates with upward feedback as a way to illustrate the ratings she assigns to each employee.

A) Suzanne wants to provide her subordinates with specific examples of their good and poor job performance during the appraisal interview.

Which of the following would most likely result in a legally questionable appraisal process? A) basing appraisals on subjective supervisory observations B) administering and scoring appraisals in a standardized fashion C) using job performance dimensions that are too clearly defined D) assigning specific trait names when using graphic rating scales

A) basing appraisals on subjective supervisory observations

Which appraisal method combines the benefits of narrative critical incidents and quantified scales by assigning scale points with specific examples of good or poor performance? A) behaviorally anchored rating scale B) constant sums rating scale C) alternation ranking D) forced distribution

A) behaviorally anchored rating scale

Which of the following has most likely occurred when a supervisor conducting a performance appraisal is influenced by a subordinate's individual differences such as age, sex, and race? A) bias B) halo affect C) central tendency D) unclear standards

A) bias

Which of the following is most likely NOT a role played by the HR department in the performance appraisal process? A) conducting appraisals of employees B) monitoring the appraisal system's effectiveness C) providing performance appraisal training to supervisors D) ensuring the appraisal system's compliance with EEO laws

A) conducting appraisals of employees

In most organizations, who is primarily responsible for appraising an employee's performance? A) employee's direct supervisor B) company appraiser C) human resources manager D) employee's subordinates

A) employee's direct supervisor

Which of the following measurement methods is similar to grading on a curve? A) forced distribution B) graphic rating scale C) constant sums rating D) behaviorally anchored rating scale

A) forced distribution

When an employee's performance is so poor that a written warning is required, the warning should ________. A) identify the standards by which the employee is judged B) provide examples of employees who met the standards C) provide examples of times when the employee met the standards D) be written by a labor law attorney in accordance with federal guidelines

A) identify the standards by which the employee is judged

The best way to reduce the problem of central tendency in performance appraisals is to ________. A) rank employees B) use graphic rating scales C) limit the number of appraisals D) appraise personal characteristics

A) rank employees

Peer appraisals have been shown to result in a ________. A) reduction of social loafing B) reduction of group cohesion C) decrease in task motivation D) decrease in group satisfaction

A) reduction of social loafing

SMART goals are best described as ________. A) specific, measurable, attainable, relevant, and timely B) straightforward, meaningful, accessible, real, and tested C) strategic, moderate, achievable, relevant, and timely D) supportive, meaningful, attainable, real, and timely

A) specific, measurable, attainable, relevant, and timely

Which of the following terms refers to an appraisal that is too open to interpretation? A) unclear standards B) halo effects C) leniency D) biased

A) unclear standards

) In most firms, a rating committee used for performance appraisals consists of ________ members. A) 2-3 B) 4-5 C) 6-8 D) 9-10

B) 4-5

Oshman manufactures small kitchen appliances, such as blenders, toasters, and mixers. The firm has nearly 80,000 employees in 22 countries. Employees receive annual performance appraisals from their supervisors that combine critical incidents with a graphic rating scale. However, the firm's CEO advocates shifting from performance appraisals to performance management in an attempt to make Oshman more competitive and performance driven. Which of the following, if true, best supports the argument to replace Oshman's traditional appraisal methods with the performance management approach? A) Oshman's competitors in the small appliance industry monitor the performance of their employees through electronic performance monitoring systems. B) Oshman executives want to align the firm's strategic plan with individual employee goals and development needs. C) Oshman has experienced problems associated with central tendency and bias, and the firm wants to ensure that appraisals are legally sound. D) Oshman uses management by objectives as a primary appraisal method and requires supervisors to develop SMART goals.

B) Oshman executives want to align the firm's strategic plan with individual employee goals and development needs.

The most popular method for ranking employees is the ________ method. A) graphic ranking scale B) alternation ranking C) paired comparison D) forced distribution

B) alternation ranking

Which of the following best describes a behaviorally anchored rating scale? A) chart of paired subordinates ranked in order of performance B) combination of narrative critical incidents and quantified performance scales C) diary of positive and negative examples of a subordinate's work performance D) list of subordinates from highest to lowest based on specific performance traits

B) combination of narrative critical incidents and quantified performance scales

Employee performance appraisals are conducted by all of the following EXCEPT ________. A) peers B) competitors C) subordinates D) rating committees

B) competitors

All of the following are reasons for appraising an employee's performance EXCEPT ________. A) correcting any work-related deficiencies B) creating an organizational strategy map C) determining appropriate salary and bonuses D) making decisions about promotions

B) creating an organizational strategy map

Stacey is using a behaviorally anchored rating scale as a performance appraisal tool. She has already asked employees and supervisors to describe critical incidents of effective and ineffective job performance. What should Stacey most likely do next? A) create a final appraisal instrument B) develop performance dimensions C) reallocate the incidents D) rate the incidents

B) develop performance dimensions

Which of the following is a downside of the critical incident method of compiling incidents? A) doesn't provide examples of excellent work performance B) doesn't produce relative ratings for pay raise purposes C) doesn't make the supervisor think about the subordinate's appraisal all year D) doesn't compile examples of ineffective work performance

B) doesn't produce relative ratings for pay raise purposes

Nick supervises a team of data entry specialists. Lately, productivity has been down, and Nick believes his subordinates are not working as efficiently as possible. Which of the following tools would provide Nick with daily information about each employee's rate, accuracy, and time spent entering data? A) digital dashboard device B) electronic performance monitoring system C) Web-based management oversight device D) electronic performance support system

B) electronic performance monitoring system

John, the supervisor of the manufacturing department at a computer firm, is in the process of evaluating his staff's performance. He has determined that 15% of the group will be identified as high performers, 20% as above average performers, 30% as average performers, 20% as below average performers, and 15% as poor performers. Which performance appraisal tool has John chosen to use? A) behaviorally anchored rating scale B) forced distribution C) alternation ranking D) paired comparison

B) forced distribution

Which of the following is the easiest and most popular technique for appraising employee performance? A) alternation ranking B) graphic rating scale C) forced distribution D) constant sum rating scale

B) graphic rating scale

Which performance appraisal technique lists traits and a range of performance values for each trait? A) behaviorally anchored rating scale B) graphic rating scale C) forced distribution D) critical incident

B) graphic rating scale

Which of the following is a performance appraisal problem that occurs when a supervisor's rating of a subordinate on one trait biases the rating of that person on other traits? A) recency effect B) halo effect C) central tendency D) stereotyping

B) halo effect

Which of the following is one of the primary complaints regarding the use of the forced distribution method for performance appraisals? A) difficult to implement B) harm to employee morale C) high costs of administration D) time consuming to administer

B) harm to employee morale

Which performance appraisal problem is associated with supervisors giving all of their subordinates consistently high ratings? A) central tendency B) leniency C) strictness D) halo effect

B) leniency

Which of the following is LEAST likely to cause a supervisor's performance appraisal of a subordinate to be biased? A) purpose of the appraisal B) location and time of the appraisal C) personal characteristics of the subordinate D) relationship between supervisor and subordinate

B) location and time of the appraisal

Which of the following terms refers to setting specific measurable goals with each employee and then periodically reviewing the progress made? A) behaviorally anchored rating scale B) management by objective C) mixed standard scales D) forced distribution

B) management by objective

Which of the following terms refers to the process of evaluating an employee's current and/or past performance relative to his or her performance standards? A) employee selection B) performance appraisal C) employee orientation D) organizational development

B) performance appraisal

All of the following are usually measured by a graphic rating scale EXCEPT ________. A) generic dimensions of performance B) performance of co-workers C) achievement of objectives D) job-related competencies

B) performance of co-workers

When a supervisor must criticize a subordinate in an appraisal interview, it is most important for the supervisor to ________. A) limit negative feedback to once every year B) provide specific examples of critical incidents C) acknowledge the supervisor's personal biases in the situation D) hold the meeting with other people who can document the situation

B) provide specific examples of critical incidents

What is the primary goal of using mixed standard scales? A) improving validity B) reducing rating errors C) clarifying performance standards D) illustrating feedback for subordinates

B) reducing rating errors

The primary purpose of providing employees with feedback during a performance appraisal is to motivate employees to ________. A) apply for managerial positions B) remove any performance deficiencies C) revise their performance standards D) enroll in work-related training programs

B) remove any performance deficiencies

What is the first step of any performance appraisal? A) giving feedback B) setting work standards C) making plans to provide training D) assessing the employee's performance

B) setting work standards

Which of the following terms refers to the process of allowing subordinates to rate their supervisor's performance anonymously? A) supplemental evaluation B) upward feedback C) paired evaluation D) peer evaluation

B) upward feedback

All of the following guidelines will most likely improve the effectiveness of a performance appraisal EXCEPT ________. A) maintaining a diary of employees' performance during the year B) using a graphic rating scale to ensure fair and consistent ratings C) knowing the advantages and disadvantages of different appraisal tools D) developing a plan to assist employees with performance improvement

B) using a graphic rating scale to ensure fair and consistent ratings

The first step in developing a behaviorally anchored rating scale is to ________. A) develop performance dimensions B) write critical incidents C) reallocate incidents D) scale incidents

B) write critical incidents

________ means making sure that the manager and the subordinate agree on the subordinate's job standards and the appraisal method to be used. A) SMART goals B) Organizational development C) Defining the job D) Forced distribution

C) Defining the job

According to research, what is the typical result of upward feedback? A) Firms are protected against biased appraisals. B) Managers get defensive. C) Managers improve their performance. D) Managers seek to find out who gave them bad ratings.

C) Managers improve their performance.

What usually occurs when employees rate themselves for performance appraisals? A) Ratings are reliable but invalid. B) Ratings are subject to halo effects. C) Ratings are higher than when provided by supervisors. D) Ratings are about the same as when determined by peers.

C) Ratings are higher than when provided by supervisors.

Wilson Consulting is a management consulting firm with seventy employees. As associate vice president of marketing, Suzanne Boyle is responsible for conducting performance appraisals of the twelve employees under her direct supervision. Suzanne plans to use a graphic rating scale to evaluate the performance of her subordinates. Which of the following, if true, best supports the argument that a graphic rating scale is the most appropriate performance appraisal tool for Suzanne to use? A) The firm wants Suzanne to evaluate her subordinates on an ongoing basis and to keep a log of critical incidents. B) Suzanne wants to ensure that the firm is protected from employee discrimination lawsuits, so she has conducted a job analysis of each position. C) Suzanne wants a quantitative rating of each employee based on competencies important to the firm, such as problem-solving skills. D) Employees in Suzanne's department participated in developing their own performance standards when they were first hired by the firm.

C) Suzanne wants a quantitative rating of each employee based on competencies important to the firm, such as problem-solving skills.

Which of the following is NOT one of the recommended guidelines for setting effective employee goals? A) creating specific goals B) assigning measurable goals C) administering consequences for failure to meet goals D) encouraging employees to participate in setting goals

C) administering consequences for failure to meet goals

Which term refers to ranking of employees from best to worst on a trait or traits, choosing highest than lowest until all are ranked? A) performance management B) paired comparison C) alternation ranking D) direction sharing

C) alternation ranking

Which performance appraisal tool requires supervisors to categorize employees from best to worst on various traits? A) graphic rating scale B) critical incident method C) alternation ranking method D) electronic performance monitoring

C) alternation ranking method

A supervisor who frequently rates all employees as average on performance appraisals most likely has a problem known as ________. A) halo effect B) stereotyping C) central tendency D) leniency

C) central tendency

Graphic rating scales are subject to all of the following problems EXCEPT ________. A) unclear standards B) halo effects C) complexity D) leniency

C) complexity

Which performance appraisal tools require a supervisor to maintain a log of positive and negative examples of a subordinate's work-related behavior? A) alternation ranking B) paired comparison C) critical incident D) graphic rating

C) critical incident

Which component of performance management refers to communicating a firm's higherlevel goals throughout the organization and then translating them into departmental and individual goals? A) goal alignment B) performance monitoring C) direction sharing D) developmental support

C) direction sharing

Jason is a conscientious employee, but he is viewed by most of his co-workers as unfriendly. Jason's supervisor rates him low on the traits "gets along well with others" and "quality of work." Which of the following problems has most likely affected Jason's performance appraisal? A) central tendency B) leniency C) halo effect D) recency effect

C) halo effect

Which of the follow is the best method for reducing the problems of leniency or strictness in performance appraisals? A) keep critical incident logs B) require multiple appraisals C) impose a performance distribution D) reconsider the timing of the appraisal

C) impose a performance distribution

Which of the following best describes the purpose of an appraisal interview? A) training supervisors in the rating process B) identifying potential interpersonal problems C) making plans to correct employee weaknesses D) discussing and scheduling training programs

C) making plans to correct employee weaknesses

Kendra needs to rate five of her subordinates. She makes a chart of all possible pairs of employees for each trait being evaluated. Then, she indicates the better employee of each pair with a positive symbol on the chart. Finally, she totals the number of positive symbols for each employee. Which method of performance appraisal has Kendra most likely used? A) graphic ranking scale B) alternation ranking C) paired comparison D) forced distribution

C) paired comparison

Which of the following is the primary advantage of using graphic rating scales as performance appraisal tools? A) eliminates central tendency errors B) offers extremely high rate of accuracy C) provides quantitative rating for each employee D) links with mutually agreed upon performance objectives

C) provides quantitative rating for each employee

The ________ problem occurs when supervisors tend to rate all their subordinates consistently low. A) central tendency B) leniency C) strictness D) halo effect

C) strictness

Which of the following is the best way for a supervisor to correct a performance appraisal problem caused by unclear standards? A) focusing on performance instead of personality traits B) using graphic rating scales to rank employees C) using descriptive phrases to illustrate traits D) allowing employees to rate themselves first

C) using descriptive phrases to illustrate traits

All of the following are considered best practices for administering fair performance appraisals EXCEPT ________. A) explaining how subordinates can improve their performance B) basing the appraisal on observable job behaviors C) using subjective performance data for appraisals D) training supervisors how to conduct appraisals

C) using subjective performance data for appraisals

Wilson Consulting is a management consulting firm with 70 employees. As associate vice president of marketing, Suzanne Boyle is responsible for conducting performance appraisals of the 12 employees under her direct supervision. Suzanne plans to use the critical incident method to evaluate the performance of her subordinates. Which of the following, if true, most likely undermines the argument that the critical incident method is the most appropriate performance appraisal tool for Suzanne to use? A) Employee performance standards are closely aligned with Wilson Consulting's long-term strategic plans. B) Suzanne will be conducting performance appraisals in conjunction with the HR manager to ensure EEO compliance. C) Wilson Consulting will be allowing employees to rate themselves as part of its organizational development strategy. D) Due to economic difficulties, the firm will be laying off the two lowest performing employees in Suzanne's department.

D) Due to economic difficulties, the firm will be laying off the two lowest performing employees in Suzanne's department.

Stephanie manages the accounting department at an advertising agency. She needs to conduct performance appraisals for the eight employees in her department. Stephanie wants a performance appraisal tool that is highly accurate, ranks employees, and uses critical incidents to help explain ratings to appraisees. Which performance appraisal tool is best suited for Stephanie? A) graphic rating scale B) alternation ranking method C) critical incident method D) behaviorally anchored rating scale

D) behaviorally anchored rating scale

When conducting an appraisal interview, supervisors should do all of the following EXCEPT ________. A) ask open-ended questions B) give specific examples of poor performance C) write up an action plan with goals and dates D) compare the person's performance to that of other employees

D) compare the person's performance to that of other employees

Which of the following enables supervisors to oversee the amount of computerized data an employee is processing each day? A) computerized performance appraisal system B) online management assessment center C) digitized high-performance work center D) electronic performance monitoring system

D) electronic performance monitoring system

All of the following are benefits of using computerized or Web-based performance appraisal systems EXCEPT ________. A) merging examples with performance ratings B) helping managers maintain computerized notes C) combining different performance appraisal tools D) enabling managers to monitor employees' computers

D) enabling managers to monitor employees' computers

Which performance appraisal tool is being used when a supervisor places predetermined percentages of appraisees into various performance categories? A) behaviorally anchored rating scale B) graphic ranking scale C) alternation ranking D) forced distribution

D) forced distribution

Who is in the best position to observe and evaluate an employee's performance for the purposes of a performance appraisal? A) customers B) rating committees C) top management D) immediate supervisor

D) immediate supervisor

The continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organization's goals is known as ________. A) strategic management B) performance analysis C) performance appraisal D) performance management

D) performance management

You are conducting an appraisal interview with an employee whose performance is satisfactory but for whom promotion is not possible. Which incentive listed below would be the LEAST effective option for maintaining satisfactory performance in this situation? A) time off B) small bonus C) recognition D) professional development

D) professional development

) The third step of the performance appraisal process is to assess the employee's actual performance relative to work standards. True False

False

Central tendency is a problem that occurs when a supervisor's rating of a subordinate on one trait biases the rating of that person on other traits. True False

False

During an exit interview, a supervisor and a subordinate review the appraisal and make plans to correct deficiencies and reinforce strengths. True False

False

Formal performance appraisals have been eliminated by almost all major firms and replaced by daily assessments by peers in addition to extensive training opportunities. True False

False

In order to ensure that a performance appraisal is legally defensible, a supervisor should use only one performance appraisal tool. True False

False

In order to ensure that performance goals are challenging and relevant, Matthew, a marketing manager, should independently set goals for his subordinates because participatively set goals usually produce lower job performance. True False

False

In the paired comparison method, the manager places predetermined percentages of ratees into performance categories. True False

False

Paired comparison is a rating approach that involves keeping a record of uncommonly good or undesirable examples of an employee's work-related behavior and reviewing it with the employee at predetermined times. True False

False

Peer appraisals have been shown to have a negative effect on task motivation, cohesion, and job satisfaction, so most organizations no longer use them. True Fale

False

Studies suggest that managers who receive upward feedback from identified subordinates view the upward appraisal process more negatively than do managers who receive anonymous upward feedback. True False

False

Supervisors at Sun Microsystems use the forced distribution method to evaluate performance, so they must ensure that the proportions in each category are symmetrical. True False

False

The forced distribution method is the simplest and most popular technique for appraising performance. True False

False

Tyler, an accounting manager at Firestone, is preparing for an appraisal interview with an employee whose performance is unsatisfactory but correctable. Tyler's primary objective during the interview should be to encourage the employee with positive reinforcements like job enlargement and compliments. True False

False

While formal written warnings are provided too late to salvage an employee's performance and position at the company, they are useful in court proceedings. True False

False

As a manager, how can you set effective performance appraisal standards for your employees? Explain your answer in a brief essay.

Managers can set effective goals by following certain guidelines. • Set SMART goals. These are specific, measurable, attainable, relevant, and timely. • Assign specific goals. Employees who have specific goals usually perform better than those who do not. • Assign measurable goals. Always try to express the goal in terms of numbers, and include target dates or deadlines. • Assign challenging but doable goals. Make them challenging, but not so difficult that they appear impossible or unrealistic. • Encourage participation. Participatively set goals usually produce higher performance.

In a brief essay, discuss how a supervisor can develop and conduct a performance appraisal that is legally defensible.

Supervisors should conduct a job analysis to establish criteria and standards for successful performance and incorporate these criteria and standards into a rating system. It is important to communicate performance standards to employees and supervisors in writing and avoid abstract trait names when using graphic rating scales. Steps to ensure the appraisal are legally defensible are these: Base the performance appraisal criteria on a job analysis. At the start of the period, communicate performance standards to employee in writing. Using a single overall rating of performance is not acceptable to the courts. Include an employee appeals process. One appraiser should never have absolute authority to determine a person's actions. Document all information bearing on a personnel decision in writing. Also train supervisors. If formal rater training is not possible, at least prove rates with written instruction on how to use the rating scale.

What are the four job-relevant dimensions that can be measured by the graphic-rating scale method of performance appraisal? What problems are associated with graphic-rating scales?

The employer may measure generic dimensions of performance such as quantity or quality of work. The performance appraisal may focus on the job's actual duties and assess how well the employee did in exercising his or her specific job duties. Competency-based appraisals focus on the extent to which the employee exhibits the competencies that the employer values. The employer could also appraise the employee based on the extent to which he or she is achieving his or her objectives. Graphic-type rating scales in particular are susceptible to several problems: unclear standards, halo effect, central tendency, leniency or strictness, and bias.

What are the guidelines that supervisors should follow to hold effective appraisals and minimize problems like bias and halo effects? How can rating committees improve the fairness of the appraisal process?

The first technique is to learn and understand the potential problem and possible solutions. Simply understanding the potential for the problem can help to avoid it. Second, using the right appraisal tool for each situation is important. Third, supervisors can keep a diary of critical incidents to file and use for later reference for subordinate's appraisals. This technique helps to ensure that both negative and positive incidents are recorded. Fourth, make sure that the primary goal of the appraisal is to improve unsatisfactory performance or reinforce exemplary performance. Finally, the appraisal should be fair. Many employers use rating committees. These committees usually contain the employee's immediate supervisor and two or three other supervisors. Using multiple raters makes sense. Although there may be discrepancies among ratings by individual supervisors, the composite ratings tend to be more reliable, fair, and valid. Using several raters can also help cancel out problems like bias and halo effects.

Describe the four basic types of appraisal interviews.

The first type of appraisal interview is the satisfactory-promotable appraisal interview. This occurs when the person's performance is satisfactory and there is a promotion ahead. The objective is to discuss the person's career plans and to develop a specific action plan for the educational and professional development the person needs to move to the next job.

In a brief essay, describe the forced distribution method. What are the advantages and disadvantages of the forced distribution method?

The forced distribution method is similar to grading on a curve. With this method, you place predetermined percentages of ratees into several performance categories. The proportions in each category need not be symmetrical; GE used top 20%, middle 70%, and bottom 10% for managers. The advantage of the method is that you end up with a predetermined number of people in each group. The disadvantage is that employees' appraisal results depend on your choice of cutoff points.

What are the essential steps of the performance appraisal process?

The performance appraisal process itself contains three steps: 1) setting work standards, 2) assessing the employee's actual performance relative to those standards, and 3) providing feedback.

Why is it important for a manager to appraise a subordinate's performance? How can a manager handle a subordinate who is defensive when told that his or her performance is poor?

There are four reasons for conducting performance appraisals. First, most employers base pay, promotion, retention decision on the employee's appraisal. Second, appraisals play a central role in the employer's performance management process. Third, it lets the manager and subordinate develop a plan for correcting any deficiencies that might exist and to reinforce and support things that are done well. Fourth, appraisals can serve a useful career planning purpose by providing the opportunity to review the employee's career plans in light of his or her strengths and weaknesses. When a supervisor tells someone his or her performance is poor, the first reaction is often denial. Denial is a defense mechanism. Understanding and dealing with defensiveness is an important appraisal skill. A supervisor should recognize that defensive behavior is normal and never attack a person's defenses. A supervisor should postpone action because given sufficient time, a more rational reaction may take over. A supervisor should not try to be a psychologist. Offering understanding is one thing; trying to deal with psychological problems is another.

) Supervisors should provide employees with feedback, development, and incentives necessary to help employees eliminate performance deficiencies or to continue to perform well. True False

True

A performance appraisal is based on the assumption that an employee understood what his or her performance standards were prior to the appraisal. True False

True

A talent management philosophy involves segmenting employees based on their value to the firm's success and providing those employees with special coaching, feedback, and development opportunities. True False

True

In order to ensure that performance appraisals are effective, Felicia, a line supervisor, should make sure to schedule a feedback session to address each subordinate's performance, progress, and future development plans. True False

True

Management by objectives requires a manager to set specific measurable, organizationally relevant goals with each employee and then periodically discuss the employee's progress toward these goals. True False

True

Ongoing performance monitoring is an element of performance management that involves the use of computer-based systems that measure an employee's progress and send out reports regarding an employee's performance. True False

True

Sam supervises a team of data entry clerks at Geico. The firm's electronic performance monitoring system enables Sam to electronically monitor the amount of computerized data an employee processes each day. True False

True

The HR department monitors the performance appraisal system, but it is typically not involved in rating employees. True False

True

The advantages of using BARS as a performance appraisal tool are the method's accuracy, clear standards, and consistency. True False

True

The alternation ranking method of performance appraisals can be problematic and unfair if all employees have excellent job performance. True False

True

The basic problem with using a ranking method for performance appraisals is not identifying the extreme good and bad performers but differentiating meaningfully between the others. True False

True

The goal for a supervisor conducting a satisfactory-not promotable appraisal interview is to maintain satisfactory performance by finding incentives that are important to the person. True False

True

Three hundred and sixty-degree feedback is generally used for development purposes rather than for pay increases. True False

True

Top employees often outperform the average or poor employees by as much as 100%. True False

True

Unclear standards on a performance appraisal tool will most likely lead to unfair appraisals because performance traits are too open for interpretation. True False

True