Management 494 | Exam 3 Study Guide (Chapters 8-11)
Team performance as a whole can be measured using the following performance dimension: A. Effectiveness B. Efficiency C. Learning and growth D. All of the above
D. All of the above
A traditional approach to implementing reward systems is to reward employees based on how they do their work.
FALSE
Coaching is a day-to-day function that, among other things, involves observing performance and complimenting good work.
TRUE
Consideration of what skills, knowledge, and abilities are required for each job, how valuable the job is for the organization, and how much pay other organizations allocate to these jobs is: A. A job evaluation B. A job structure analysis C. A job description evaluation D. A job analysis
A. A job evaluation
Teams can be classified based on: A. Complexity of task and membership configuration B. Complexity of task and type of task C. Membership configuration and location of members D. Membership configuration and type of task
A. Complexity of task and membership configuration
Organizations that choose to include a team component in their performance management systems face the following challenges: A. How to assess relative individual contributions B. How to balance individual and team performance C. How to identify individual and team measures of performance D. All of the above
D. All of the above
The three types of performance to be assessed in a team performance management system are: A. Task performance, contextual performance, and team performance as a whole B. Task performance, organizational performance, and contextual performance C. Contextual performance, organizational performance, and team performance as a whole D. None of the above
A. Task performance, contextual performance, and team performance as a whole
When an employer discloses untrue favorable performance and this information causes risk or harm to others, such an action is called ____________________. A. misrepresentation B. defamation C. negligence D. none of the above
A. misrepresentation
With network teams, it is difficult to measure ___________________________. A. specific outcomes B. individual competencies C. individual performance D. team performance
A. specific outcomes
What is a self-funded reward? A. A reward that results from money the employee puts into the company in terms of stock purchases. B. A reward that results from money the team saves the company as a result of the team's efforts. C. A reward that comes out of the budget of the unit or division from which the team originates. D. A reward that the company sets aside for the best performer for that period.
B. A reward that results from money the team saves the company as a result of the team's efforts.
If an employee is a high performer in task performance, what does this mean for contextual performance? A. Contextual performance and task performance are completely tied together, so this employee will also be a high performer in contextual performance. B. Contextual and task performance are not necessarily related, so there is no way to know what kind of contextual performance this employee exhibits.
B. Contextual and task performance are not necessarily related, so there is no way to know what kind of contextual performance this employee exhibits.
Which of the following is NOT a recommendation regarding how to facilitate and accelerate team learning and development: A. Facilitate generative learning B. Facilitate cognitive learning C. Facilitate transformative learning D. Facilitate adaptive learning
B. Facilitate cognitive learning
A reward is defined as: A. Increased base salary B. Something that increases the frequency of an action C. Promotion or recognition D. One-time bonuses
B. Something that increases the frequency of an action
Which of the following are characteristics of a traditional culture? A. Lateral communication B. Top-down decision making C. Loosely defined roles D. Bottom-up decision making
B. Top-down decision making
Three main types of teams based on the task complexity and membership configuration dimensions are: A. Static teams, dynamic teams, and routine teams B. Work or service teams, project teams, and network teams C. Work or service teams, nonroutine teams, and dynamic teams D. Work or service teams, project teams, and geographic teams
B. Work or service teams, project teams, and network teams
When individuals are rewarded based on how well they perform on the job, this is called ___________________________. A. consistency pay B. contingent pay C. constant pay B. calculated pay
B. contingent pay
In a traditional award system: A. All employees are paid the same regardless of position or performance. B. Employees are paid based on performance regardless of position. C. Employees are paid based on position regardless of performance. D. Employees are paid based on an equation involving both performance and position.
C. Employees are paid based on position regardless of performance.
A team performance management system should target: A. Individual performance only B. Individual and team performance as a whole C. Individual performance, an individual's contribution to the performance of his or her team, and team performance as a whole D. Team performance as a whole only
C. Individual performance, an individual's contribution to the performance of his or her team, and team performance as a whole
Components of the process used to design a system that includes team performance are: A. Prerequisites, performance planning, performance execution, performance review B. Prerequisites, performance execution, performance review, performance renewal, and recontracting C. Prerequisites, performance planning, performance execution, performance assessment, performance review, and performance renewal and recontracting D. Performance planning, performance execution, performance assessment, and performance review
C. Prerequisites, performance planning, performance execution, performance assessment, performance review, and performance renewal and recontracting
The law which makes it illegal to discriminate on the grounds of sex, marital status, and gender reassignment in a limited manner is: A. Employment Equality (Religion or Belief) Regulations 2003 B. Employment Equality (Sexual Orientation) Regulations 2003 C. Sex Discrimination Act of 1975 D. Race Relations Act of 1976
C. Sex Discrimination Act of 1975
What are the defining characteristics of a team? A. They work in the same geographical location, they need one another, they meet on a regular basis, and they share common goals. B. They work together, they need one another, they meet on a regular basis, and they share common goals. C. They work together, they need one another, and they share common goals. D. None of these is correct.
C. They work together, they need one another, and they share common goals.
What type of team learning utilizes, among many techniques, discussions of feelings of uncertainty when facing change? A. Adaptive learning B. Emotional learning C. Transformative learning D. None of the above
C. Transformative learning
Work and service teams can clearly benefit from peer ratings. A. True, but only because everyone benefits from peer ratings. B. False, because they may not know what other members are responsible for doing. C. True, because they observe one another's performance on a daily basis. D. False, because they are not located in the same geographic location.
C. True, because they observe one another's performance on a daily basis.
Disparate treatment is: A. When employees are treated differently because of their work performance B. When employees are treated differently because of their position with the company C. When employees are treated differently because of their gender, race, ethnicity, national origin, age, disability status, or other status protected under the law D. When employees are treated differently because of their educational levels
C. When employees are treated differently because of their gender, race, ethnicity, national origin, age, disability status, or other status protected under the law
In a small municipal police department, each member of a team is expected to have higher than average numbers of reports, summonses, and arrests for that team; and promotions and increases in pay are based on these statistics. When an officer is working on a particularly difficult case, the other members of the team are often unwilling to help that officer with tasks leading to increased overtime. This is an example of _______________________________________. A. individual versus team-oriented employees B. poor supervision C. folly of rewarding A while hoping for B D. unclear expectations
C. folly of rewarding A while hoping for B
Providing a glowing recommendation for a former employee who was actually terminated due to poor performance that, if repeated in the future, could present a risk to the future employer, is called _____________________________. A. liability B. defamation C. misrepresentation D. libel
C. misrepresentation
The goal of negative feedback is: A. Not to embarrass or punish employees B. To identify warning signs C. To focus on behaviors that can be changed D. All of the above
D. All of the above
The steps of a feedforward interview include: A. Uncover the employee's underlying success factors. B. Extrapolate past behavior into the future. C. Elicit a success story from the employee. D. All of the above
D. All of the above
When a CP plan is implemented, organizations need to make clear: A. What is expected of employees B. What specific behaviors or results will be rewarded C. How employees can achieve specified behaviors or results D. All of the above
D. All of the above
Which of the following are acceptable developmental activities? A. Education courses B. Job rotation C. Mentoring D. All of the above
D. All of the above
Which of the following are characteristics of organizations with involvement cultures? A. Lateral communication B. Loosely defined roles C. Neither A or B D. Both A and B
D. Both A and B
With regard to project teams, when and how should performance measurements be taken? A. After the project is over and the results have been observed. B. After the project is over, but before results have been observed. C. During the project, because team members will not care about results once the project is over. D. During the project, because project teams are likely to disband once the project is over.
D. During the project, because project teams are likely to disband once the project is over.
An organization's culture is defined by: A. Its employee manual B. Its mission statement C. Its employees' attitudes and perceptions D. Its unwritten rules and procedures
D. Its unwritten rules and procedures
Contingent pay plans address which component of performance? A. Declarative knowledge B. Procedural knowledge C. Organizational knowledge D. Motivation
D. Motivation
In terms of team performance, the development plan includes: A. Goals for the team B. Development objectives for the team C. Development objectives for the team members that will benefit the team D. None of the above
D. None of the above
What type of team learning provides members with best practices recommendations and time to practice those recommendations? A. Adaptive learning B. Emotional learning C. Transformative learning D. None of the above
D. None of the above
The disclosure of untrue unfavorable performance information that damages an employee's reputation is called ______________________. A. misrepresentation B. derailment C. libel D. defamation
D. defamation
An effective contingent pay plan for an organization with a traditional culture would be a plan that rewards specific and observable measures of performance that are clearly defined and linked directly to pay.
FALSE
An organization's culture does not play an important role when selecting a contingent pay plan.
FALSE
During the performance assessment of the performance management system, team members are the only people who evaluate the performance of the team.
FALSE
In organizations using teams, the performance management system should only focus on team performance and contributions.
FALSE
Organizations that choose to include a team component in their performance management systems do not have to be concerned with assessing individual contributions.
FALSE
Teams must be made permanent and reside in the same geographical location.
FALSE
The fundamental principles guiding the design and implementation of a performance management system for a team are different from those for individuals.
FALSE
The second component of the performance management process involves identifying rewards.
FALSE
Unlike individual rewards, team rewards should be applicable to all employees, visible, contingent, and irreversible.
FALSE
A team is in place when two or more people interact dynamically and interdependently and share a common and valued goal, objective, or mission.
TRUE
Autonomous teams are solely responsible for performance execution.
TRUE
During transformative learning, members from other teams are sometimes invited to temporarily work in the focal team to help members of the focal team.
TRUE
Effectiveness is the degree to which results satisfy team stakeholders, including both internal and external customers.
TRUE
Having good knowledge of the organization's mission and having good knowledge of the job in question are two prerequisites of the first component of the performance management process.
TRUE
Project teams are considered teams that are assembled for a specific purpose and expected to disband once the specific tasks are completed.
TRUE
Routine tasks are well-defined, there are few deviations in how the work is done, and outcomes are easily assessed once the task is completed.
TRUE
Team members are responsible for being prepared for the team performance review by conducting regular peer appraisals.
TRUE
Team performance management must consider the type of team in question before performance measures are put in place.
TRUE
Teams are used as a possible way to improve products and services and increase productivity.
TRUE
The final component of the performance management process involves performance renewal and recontracting.
TRUE
Three types of performance should be assessed: task performance, contextual performance, and team performance as a whole.
TRUE
A 360-degree feedback system is less effective for an individual who perceives a need to change.
FALSE
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
Developmental plans should be implemented for all but the lowest level employees.
FALSE
Gainsharing links individual and group pay to an organization's ability to meet strategic goals.
FALSE
If there are no promotion opportunities available in an organization, then it should not be written into developmental plans for its employees.
FALSE
Illegal discrimination is usually referred to as adverse impact because employees claim they were intentionally treated differently because of their gender, race, ethnicity, national origin, age, disability status, or other status protected under the law.
FALSE
Managers should not be held accountable for tracking their employees' development.
FALSE
One effective way to give praise is to comment on the absence of the negative, for example, by saying, "not bad" or "better than last time."
FALSE
One example of a financial reward is a sabbatical.
FALSE
Pay is the main motivator for people in the 21st century.
FALSE
The amiable coaching style involves telling the employee exactly what to do.
FALSE
The best form of documentation to use for a formal evaluation is handwritten notes.
FALSE
The directing coaching style is the most effective coaching style to use.
FALSE
The first step of a feedforward interview is to discuss an employee's weaknesses.
FALSE
The goal of giving feedback is to punish and, if needed, embarrass employees.
FALSE
Three-hundred-sixty-degree feedback should only be used for administrative purposes.
FALSE
Three-hundred-sixty-degree feedback systems will be effective in all organizations.
FALSE
When compensation surveys are conducted, they include only information on base pay.
FALSE
When documenting employee performance toward developmental goals, only document the positive progress that the employee is displaying.
FALSE
Coaches who use a persuading style often try to sell what they want the employee to do.
TRUE
Contingent pay (CP) plans reward individuals based on how well they perform on the job.
TRUE
Developmental plans should keep the needs of both the organization and the employee in mind.
TRUE
Documentation of employee development can include memos, letters, e-mail messages, handwritten notes, comments, observations, descriptions, and evaluations provided by colleagues.
TRUE
In 360-degree feedback systems, information is gathered from an employee's peers, customers, subordinates, and supervisors.
TRUE
In the context of performance management, illegal discrimination means that raters assign scores differentially to various employees based on factors that are not performance-related, such as race, nationality, color, or ethnic and national origin.
TRUE
Job evaluation is a process of data collection through which an organization can understand the worth of the various jobs and, as a result, can create a pay structure.
TRUE
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
One risk of 360-degree feedback systems is that raters may become overloaded with forms to complete.
TRUE
Organizations with involvement cultures are characterized by shared decision making, lateral communications, and loosely defined roles.
TRUE
Performance management systems are more effective when results are directly tied to the reward system.
TRUE
The overall objective of a developmental plan is to encourage continuous learning, performance improvement, and personal growth.
TRUE
Three-hundred-sixty-degree feedback systems where the feedback is anonymous are more likely to be successful.
TRUE
Time, activity, and situational constraints often keep managers from observing an employee's performance regarding developmental activities.
TRUE
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
Illegal discrimination is also referred to as: A. Disparate treatment B. Adverse impact C. Racism D. Favoritism
A. Disparate treatment
What is the defining feature of a 360-degree feedback system? A. Employees receive feedback from a variety of people including supervisors, coworkers, and clients. B. Results are given in pie-chart format. C. Employees have the opportunity to respond to feedback. D. Employees are responsible for providing feedback to everyone they deal with.
A. Employees receive feedback from a variety of people including supervisors, coworkers, and clients.
In using 360-degree feedback systems, what can be done to ensure that employees accept the results? A. Ensure that the employee is allowed to select at least some raters that will provide feedback. B. Ensure that everyone whom the employee has interacted with in any way provides feedback. C. Ensure that only clients who were happy with the employee's performance are selected to provide feedback. D. Ensure that the supervisor responds to any negative feedback with a defense of the employee.
A. Ensure that the employee is allowed to select at least some raters that will provide feedback.
Feedback on performance should be all of the following EXCEPT: A. Focused on negative performance B. Timely C. Frequent and ongoing D. Specific
A. Focused on negative performance
Coaching consists of which of the following behaviors? A. Giving advice, guiding employees, giving employees confidence, and helping them to gain better competence B. Directing employees, punishing employees, and ensuring they get their job done C. Guiding performance, planning daily activities, designing on-the-job training, and punishing employees D. None of the above
A. Giving advice, guiding employees, giving employees confidence, and helping them to gain better competence
Documentation of employee performance is important because (of) ... A. Legal protection, among other things. B. Employees will not know whether they've done a good job without documentation. C. Employees will not admit to behavior unless there is documentation. D. All of the above are correct
A. Legal protection, among other things.
Which of the following is not one of the five pitfalls associated with the disciplinary process? A. Not allowing the employee a chance to improve B. Performance standards are "unrealistic" or "unfair" C. Failure to consult Human Resources D. Acceptance of poor performance
A. Not allowing the employee a chance to improve
One of several reasons a CP plan could fail is: A. Poor performance management system is in place B. Managers are made accountable C. Clear difference in rewards for poor and outstanding performers D. None of the above
A. Poor performance management system is in place
Please choose the statement below that correctly lists the steps in the coaching process. A. Setting developmental goals, identifying developmental resources and strategies, implementing strategies, observing and documenting developmental behaviors, and giving feedback B. Identifying developmental resources and strategies, setting developmental goals, implementing strategies, giving feedback, and observing and documenting developmental behaviors C. Observing and documenting developmental behaviors, setting developmental goals, giving feedback, identifying developmental resources and strategies, and implementing strategies D. None of the above
A. Setting developmental goals, identifying developmental resources and strategies, implementing strategies, observing and documenting developmental behaviors, and giving feedback
What is the goal of feedback? A. To improve future performance B. To keep the lines of communication open C. To ensure employees understand the effects of behaviors D. To improve communication between supervisors and employees
A. To improve future performance
A gap analysis is conducted examining the areas for which there are large discrepancies between __________ and ______________. A. self-perceptions; perceptions of others B. peer perceptions; supervisor perceptions C. subordinate perceptions; supervisor perceptions D. None of the above
A. self-perceptions; perceptions of others
To combat defensive responses, supervisors should try all of the following EXCEPT: A. Be empathetic B. Be defensive C. Minimize threat D. Encourage participation
B. Be defensive
A direct supervisor's responsibilities regarding employee development include all of the following except: A. Explaining the probability the employee has of being successful B. Developing hard-to-reach goals and objectives C. Providing resources and guidance on developmental activities D. Reviewing the employee's progress toward goals
B. Developing hard-to-reach goals and objectives
Coaching includes which of the following: A. Punishing poor behavior B. Directing wanted behavior C. Exhibiting wanted behavior D. All of the above are correct
B. Directing wanted behavior
How should a supervisor handle defensiveness? A. Ignore it B. Face it head on C. Refuse to allow defensive comments D. End any discussion as soon as defensiveness is recognized
B. Face it head on
What can a supervisor do to avoid a negative impact of feedback? A. Ensure that the employee is in a good mood before giving feedback B. Focus on specific behaviors rather than the employee overall C. Focus on positive behaviors rather than negative D. Ensure that no other employees are around to hear the feedback
B. Focus on specific behaviors rather than the employee overall
How does a 360-degree feedback system help employees take control of their own careers? A. It allows employees to choose raters who will give them high ratings. B. It allows employees to gain a realistic assessment of where to go with their careers. C. It allows employees to see which coworkers are friends and which are not. D. It allows employees to form alliances with high raters and avoid low raters.
B. It allows employees to gain a realistic assessment of where to go with their careers.
_____________ is the coaching behavior that involves rewarding an employee's positive performance. A. Giving feedback B. Motivating employees C. Documenting performance D. Developing employees
B. Motivating employees
Which of the following is included in the direct supervisor's role in creating a developmental plan? A. Identifying areas that are of interest to the employee B. Referring the employee to activities appropriate for the achievement of goals C. Encouraging the employee to choose developmental activities that are lowest in cost to the organization D. Referring the employee to coworkers who will track the employee's progress in the developmental plan
B. Referring the employee to activities appropriate for the achievement of goals
When should a decision-making leave not be used? A. When an employee is continually late to work B. When an employee engages in a violation of work policies C. When an employee has been written up D. When an employee consistently demonstrates a poor attitude
B. When an employee engages in a violation of work policies
When delivering feedback, managers should give a(n) __________ first and a(n) _____________second. A. evaluation; description B. description; evaluation C. evaluation; punishment D. none of the above
B. description; evaluation
Coaches who favor the ________________ style of coaching follow rules and procedures before providing a recommendation. A. persuading B. directing C. amiable D. analyzing
B. directing
An employment relationship where the employer or employee can terminate the relationship at anytime is called _____________________. A. negligence B. employment at will C. adverse impact D. defamation
B. employment at will
Employees who engage in a _____________ response may blame others for performance deficiencies, stare at the supervisor, or raise their voice. A. flight B. fight C. A and B D. none of the above
B. fight
Contingent pay is also referred to as ______________. A. gainsharing B. pay for performance C. base pay D. none of the above
B. pay for performance
Raters in successful 360-degree feedback systems receive ___________ and __________. A. compensation; training B. training; room to include comments C. room to include comments; interpretation of results D. none of the above
B. training; room to include comments
What is a feedback gap? A. When employees want feedback but aren't able to get it from supervisors B. When supervisors want to give feedback, but employees will not take it C When supervisors and employees mutually instigate and reinforce lack of communication about poor performance D. When supervisors and employees discuss poor performance, but they misunderstand each other
C When supervisors and employees mutually instigate and reinforce lack of communication about poor performance
Successful 360-degree feedback systems offer: A. Observation of employee performance B. Feedback interpretation C. A and B D. None of the above
C. A and B
Which one of the following is considered among the main coaching styles? A. Easy B. Drill C. Analyzer D. Friendly
C. Analyzer
Which one of the following traits is associated with a personality trait labeled core self-evaluation? A. Self esteem B. Locus of control C. Conscientiousness D. Self-efficacy
C. Conscientiousness
All of the following are conditions that need to be present in order for a CP plan to motivate employees EXCEPT: A. Expectancy B. Valence C. Desire D. Instrumentality
C. Desire
____________________ describes the coaching behavior that involves gathering information on whether performance deficiencies are due to lack of knowledge and skills, abilities, motivation, or situational factors beyond the control of the employee. A. Giving feedback B. Motivating employees C. Diagnosing performance problems D. Documenting performance
C. Diagnosing performance problems
Which of the following is an advantage to a 360-degree feedback system? A. Avoidance of "undiscussables." B. Employees know their chances of being promoted before they submit the required forms. C. Employees exhibit increased commitment to improve. D. Allow for organizational control of an employee's career.
C. Employees exhibit increased commitment to improve.
___________ is/are a developmental process that consists of a one-on-one relationship between a senior (mentor) and junior (protégé) employee. A. Job rotation B. Self-guided reading C. Mentoring D. Temporary assignments
C. Mentoring
Traditional cultures should implement which type of the following pay plans: A. Piece rate, profit sharing, or group incentives B. Piece rate, skill-based pay, or sales commissions C. Piece rate, sales commissions, or group incentives D. Group incentives, profit sharing, or skill-based pay
C. Piece rate, sales commissions, or group incentives
Three of the most popular job evaluation methods are: A. Ranking, classification, and banding B. Classification, point, and banding C. Ranking, classification, and point D. Point, banding, and ranking
C. Ranking, classification, and point
What is the objective of a developmental plan? A. To show an employee that he is not very good B. To provide an opportunity to the employee that he will not be able to successfully complete his goals C. To encourage continuous learning, performance improvement, and personal growth D. To encourage an employee to perform better than expected
C. To encourage continuous learning, performance improvement, and personal growth
One of the goals of a feedforward interview is to: A. Provide an in-depth analysis of the employee's weaknesses. B. Set future goals and objectives. C. Understand the skills that individuals have that allow them to perform well. D. Think about ways that the employee can improve upon his/her weaknesses.
C. Understand the skills that individuals have that allow them to perform well.
Which of the following is a good suggestion for documenting performance in a useful and constructive way? A. Use general terms B. Focus on positive comments C. Use adjectives and adverbs sparingly D. Use different procedures for different personalities
C. Use adjectives and adverbs sparingly
It would be unwise to implement a 360-degree feedback system in an organization: A. Where there is little or no fear of speaking up B. Where people want to improve their performance C. Where employees are not trusted to get their job done D. Where decisions are made about rewards and promotion fairly free of favoritism
C. Where employees are not trusted to get their job done
Coaches who favor the _______________ style of coaching want employees to be happy and to do what feels right for them. A. persuading B. directing C. amiable D. analyzing
C. amiable
360-degree feedback systems should focus on _______________ to ensure that the employee can identify specific actions to improve performance. A. results B. teamwork C. behaviors D. none of the above
C. behaviors
Because 360-degree feedback systems gather feedback from multiple sources, there is a decreased chance of ______________ in the identification of employees' weaknesses. A. truth B. accuracy C. biases D. leniency
C. biases
Organizations can do which of the following to insure that rewards are actually seen as rewards: A. Define and measure performance first, and then allocate rewards B. Use only rewards that are available C. Use only financial rewards D. A and B only
D. A and B only
Which of the following is characteristic of a good 360-degree feedback system? A. There is anonymity. B. Every employee must rate every other employee. C. Raters provide information beyond simple ratings. D. A and C are correct.
D. A and C are correct.
Developmental activities include: A. On-the-job training B. Courses C. Job rotation D. All of the above
D. All of the above
Which of the following objectives are objectives of developmental plans? A. Sustain current performance. B. Improve performance. C. Prepare employees for advancement. D. All of the above
D. All of the above
Which of the following questions should be answered to determine if an organization is prepared to implement a 360-degree feedback system: A. Does the organization value input and participation in decision making? B. Is cooperation evident among employees from different units or departments? C. Is there little or no fear of speaking up? D. All of the above
D. All of the above
Failure to provide feedback may result in what consequences? A. Employees would miss out on the opportunity to improve performance. B. Organizations may be stuck with chronic poor performance. C. Employees may develop inaccurate perceptions of how their performance is regarded by others. D. All of the above are correct
D. All of the above are correct
Which of the coaching styles is the best? A. Amiable B. All of the styles can be used in any situation C. None of the styles are adequate D. Different styles may be required for different situations
D. Different styles may be required for different situations
Giving insincere praise may lead to: A. Employees losing trust in supervisors B. Supervisors losing sight of the goal of feedback C. Employees feeling that supervisors are condescending to them D. Employees failing to see when a change in direction is required
D. Employees failing to see when a change in direction is required
Which of the following is not one of the suggestions for the termination meeting? A. Wish the employee well B. Have the employee leave immediately C. Send the employee to Human Resources D. None of the above
D. None of the above
When is a 360-degree feedback system most useful? A. When it is used for administrative purposes only. B. When it is based on an online system C. When every person that the employee has encountered in the evaluation period provides feedback D. When it is used for developmental purposes only
D. When it is used for developmental purposes only
Managers are often uncomfortable giving feedback, because they ________________. A. have had negative experiences with feedback in the past B. fear employees will react negatively C. want to gather adequate evidence D. all of the above
D. all of the above
A 360-degree feedback system is most effective for individuals high in self-efficacy.
TRUE
A basic principle that guides the design of a fair system is that procedures are standardized and that the same procedures are used with all employees.
TRUE
A feedback gap occurs when managers avoid giving negative feedback and employees avoid seeking it.
TRUE
A reward can be defined as something that increases the frequency of an employee action.
TRUE
