Deck 7: Performance Management

Question 1

A common method for appraising performance which involves evaluating employees by ranking them from best to worst on some trait is called the

A) behaviourally anchored rating scale.
B) paired comparison method.
C) forced distribution method.
D) alternation ranking method.
E) graphic rating scale.

Answer 1

D
alternation ranking method

Question 2

To clarify performance expectations, ________ should be developed.

A) strategic objectives
B) a list of traits
C) an HR strategy
D) a business plan
E) measurable standards

Answer 2

E
measurable standards

Question 3

The simplest and most popular technique for appraising employees is the

A) alternation ranking method.
B) critical incident method.
C) forced distribution method.
D) graphic rating scale.
E) paired comparison method.

Answer 3

D
graphic rating scale

Question 4

Which of the following is true about performance management?

A) The process contains 3 steps.
B) Research indicates that most companies manage performance well.
C) It is indirectly related to achieving strategic objectives.
D) The process does not involve coaching.
E) Better performance management represents a largely untapped opportunity to improve company profitability.

Question 5

An appraisal method that aims at combining the benefits of narrative, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good or poor performance, is called the

A) graphic rating scale method.
B) paired narrative-quantitative method.
C) critical incident method.
D) behaviourally anchored rating scale method.
E) anchored narrative-quantitative method.

Question 6

The method for appraising performance which ranks employees by making a chart of all possible pairs of the employees for each trait and indicating which employee is the better of the pair is known as the

A) paired comparison method.
B) forced distribution method.
C) alternation ranking method.
D) graphic rating scale.
E) critical incident method.

Question 7

The performance appraisal method which involves keeping a record of uncommonly good or undesirable examples of an employee's work-related behaviour and reviewing it with the employee at predetermined times, is the

A) paired comparison method.
B) behaviourally anchored rating scales.
C) alternation ranking method.
D) critical incident method.
E) forced distribution method.

Question 8

The critical step in employees' understanding of how their work makes a contribution is

A) the career planning session.
B) the promotion decision.
C) the appraisal session.
D) defining performance expectations.
E) the pay decision.

Question 9

An example of the alternation ranking method would include all of the following steps except

A) crossing off names not known well enough to rank.
B) defining the compensable factors.
C) putting the lowest-ranking employee on the last line.
D) listing the highest-ranking employee on the first line.
E) listing all the employees to be ranked.

Question 10

The simplest and most popular technique for appraising performance is

A) simply giving raises to the employees you like.
B) forced distribution.
C) graphic rating scales.
D) behaviourally anchored rating scales.
E) paired comparison.

Question 11

Renu has been hired as the first human resources professional at a growing landscape architecture firm, Terrastyle Inc.The firm is currently using a formal appraisal method which lists traits such as "teamwork" and performance values ranging from "needs improvement" to "outstanding." Terrastyle is using which of the following appraisal methods?

A) critical incident method
B) behaviourally anchored rating scale
C) forced distribution method
D) graphic rating scale
E) paired comparison method

Question 12

The following are all steps in developing a behaviourally anchored rating scale except

A) developing performance dimensions.
B) causing critical incidents to occur.
C) scaling the incidents.
D) generating critical incidents.
E) developing the final instrument.

Question 13

Renu has been hired as the first human resources professional at a growing landscape architecture firm, Terrastyle Inc.She is considering changing the current performance appraisal method, the graphic rating scale, to the forced distribution method of performance appraisal.What criticism of using this method do you advise her about?

A) Traits being appraised are decided by management.
B) Predetermined percentages of employees are placed in performance categories.
C) Employees are rated on a comparison basis.
D) It is similar to grading on a curve.
E) A considerable proportion of the workforce is classified as less than average.

Question 14

In a behaviourally anchored rating scale, there are critical incident anchors along the

A) performance rating scale.
B) forced distribution scale.
C) graphic rating scale.
D) paired comparison scale.
E) alternation ranking method scale.

Question 15

The performance appraisal method that would use a "+" to denote "better than" and a "‒" to denote "worse than" when comparing employees, in order to get the highest-ranked employee, is the

A) alternation ranking method.
B) critical incident method.
C) paired comparison method.
D) forced distribution method.
E) graphic rating scale method.

Question 16

An advantage of the critical incident method is that

A) it provides instant feedback to employees on critical issues.
B) it focuses on the whole job and how every task is performed.
C) results are easily linked to pay increase decisions.
D) the process is transparent for both managers and their employees as the criteria are agreed to in advance.
E) it provides hard facts for explaining the appraisal.

Question 17

The following are all reasons for the failure of a performance appraisal except

A) arguing and poor communications which arise as problems during feedback sessions.
B) not telling employees ahead of time exactly what is expected of them.
C) having poor measures of performance.
D) clearly defining performance standards.
E) a lenient supervisor.

Question 18

All of the following are advantages of the critical incident method except that it

A) provides concrete examples of what an employee can do to eliminate any performance deficiencies.
B) ensures that the evaluator thinks about the employee's appraisal all during the year.
C) ensures that the evaluator will only consider the employee's most recent job performance.
D) can be used to supplement another appraisal technique.
E) provides the evaluator with some specific hard facts for explaining the appraisal.

Question 19

The critical incident method of performance appraisal is often used to supplement a

A) management-by-objectives method.
B) paired comparison method.
C) narrative form.
D) forced distribution method.
E) ranking method.

Question 20

The performance appraisal method which is similar to grading on a curve and which places a predetermined percentage of ratees in various performance categories, is the

A) paired comparison method.
B) critical incident method.
C) alternation ranking method.
D) graphic rating scale.
E) forced distribution method.

Question 21

Because of good results, more employers are turning to a new approach to appraisal, namely a

A) bell-shaped curve.
B) point method plan.
C) forced distribution system.
D) critical incidents narrative.
E) computerized performance appraisal system.

Question 22

When it comes to performance appraisals, most firms combine

A) computerized techniques and BARS.
B) manual techniques and MBO.
C) computerized and narrative techniques.
D) several appraisal techniques.
E) manual and subjective techniques.

Question 23

The following are all advantages of the behaviourally anchored rating scale appraisal method except

A) clearer standards.
B) consistency.
C) specific forced behavioural dimensions.
D) specific feedback for supervisors to give employees.
E) a more accurate measure.

Question 24

MBO almost always refers to a comprehensive organization-wide goal-setting and appraisal program that consists of all the following steps except

A) setting long-term performance targets.
B) setting the organization's goals.
C) setting the department's goals.
D) providing feedback to employees.
E) discussing the department's goals.

Question 25

All of the following are advantages of various appraisal tools except that

A) alternation ranking is simple to use.
B) forced distribution results depend on the adequacy of the original choice of cutoff points.
C) BARS is very accurate.
D) a graphic rating scale is simple to use.
E) MBO is tied to jointly agreed goals.

Question 26

Which of the following is not an advantage of the behaviourally anchored rating scale method?

A) It is relatively consistent and reliable.
B) The critical incidents allow for clearer standards.
C) It is generally a more accurate measure of performance.
D) It is the simplest form of performance appraisal, so little supervisor time is involved in using this performance appraisal tool.
E) It provides specific behavioural examples for each trait.

Question 27

A graphic rating scale used with unclear standards may appear to be objective, however, it will probably result in unfair appraisals because the traits and degrees of merit are

A) open to interpretation.
B) tightly structured.
C) well defined.
D) specific in nature.
E) too strict/lenient.

Question 28

Gary is the supervisor of Mindy.He is very impressed with Mindy's ability to work in a team, so he has rated her as "outstanding" for this trait.Although she has had more missed delivery deadlines than her peers over the past financial quarter, Gary rated her as "above average" for the trait of "personal effectiveness." Gary's actions indicate which of the following performance appraisal problem?

A) bias
B) halo effect
C) trait effect
D) appraisal bias
E) trait bias

Question 29

When an appraisal scale is too open to interpretation, it is characterized as having

A) non-quantitative standards.
B) translation openness.
C) unclear performance standards.
D) lack of appraisal specificity.
E) critical incidents.

Question 30

Appraisal systems must be based on performance criteria that are ________ for the position being rated and ________ in that their application must produce consistent ratings for the same performance.

A) reliable; valid
B) reliable; reliable
C) valid; measurable
D) measurable; valid
E) valid; reliable

Question 31

Kai has a tendency to rate all of his direct reports as average.Kai's actions indicate which of the following performance appraisal problems?

A) central tendency
B) halo effect
C) bias
D) appraisal bias
E) equal rating tendency

Question 32

When using MBO, in order to avoid having the process demotivate employees, objectives must be

A) easy to attain.
B) fair and attainable.
C) based on the employee's educational level.
D) difficult to attain.
E) the same for all employees in the same job.

Question 33

The following are all problems for managers when using performance appraisal methods except

A) unclear standards.
B) central tendency.
C) appraisal bias.
D) halo effect.
E) quota appraisals.

Question 34

Improving appraisal accuracy calls not just for training of supervisors, but also for

A) a quantitative job evaluation system.
B) MBO.
C) reducing outside factors, such as union pressure and time constraints.
D) performance bonuses.
E) an effective employee orientation program.

Question 35

When an employee's most recent performance can affect the evaluation of his or her overall performance, a ________ error has occurred.

A) appraisal bias
B) recency
C) central tendency
D) similar-to-me
E) halo

Question 36

When supervisors allow individual differences such as age, race, and sex to affect the appraisal ratings that employees receive, this problem is referred to as

A) strictness/leniency.
B) central tendency.
C) appraisal bias.
D) halo effect.
E) trait effect.

Question 37

The following are all ways to minimize the impact of appraisal problems, such as bias and central tendency, except

A) training supervisors to eliminate rating errors.
B) refraining from confusing the employee by including him or her in the rating and evaluation process.
C) becoming familiar with the typical rating errors that can undermine rating scale appraisals.
D) trying to understand the problem in order to prevent it.
E) choosing the right appraisal tool.

Question 38

When supervisors who are engaged in a performance rating tend to rate all employees either high or low, this problem is referred to as

A) halo effect.
B) bias.
C) appraisal bias.
D) central tendency.
E) leniency/strictness.

Question 39

All of the following are problems that are typically encountered when an organization uses the MBO method of performance appraisal except

A) time-consuming procedures.
B) unmeasurable objectives.
C) tug of war concerning objectives between supervisor and employee.
D) unclear objectives.
E) measurable objectives.

Question 40

A method for appraising performance involving setting specific measurable goals with each employee and then periodically reviewing the progress made is called

A) progress review method.
B) critical goal method.
C) behaviourally anchored rating scale method.
D) management by objectives.
E) periodic review method.

Question 41

The easiest appraisal interview to conduct is ________ performance, ________ employee.

A) satisfactory; unpromotable
B) unsatisfactory; unpromotable
C) unsatisfactory; correctable
D) unsatisfactory; uncorrectable
E) satisfactory; promotable

Question 42

The 360-degree appraisal approach supports all of the following activities except

A) coaching.
B) leadership development.
C) succession planning.
D) job evaluation.
E) recognition.

Question 43

The individual ratings that are still the heart of most appraisal systems are the

A) customer ratings.
B) individual ratings.
C) peer ratings.
D) self-paced ratings.
E) supervisor's ratings.

Question 44

Rating committees are usually composed of the employee's immediate supervisor and

A) three or four peers.
B) that supervisor's boss.
C) that supervisor's boss and a customer.
D) three or four other supervisors.
E) other supervisors and peers.

Question 45

The following are all advantages of using rating committees in the performance appraisal process except

A) the composite ratings tend to be more fair than those of individual raters.
B) the composite ratings tend to be more reliable and valid than those of individual raters.
C) appraisal is generally more biased because of personality clashes.
D) several raters can help cancel out problems like bias and halo effect on the part of individual raters.
E) variations in raters' ratings usually stem from the fact that raters often observe different facets of an employee's performance.

Question 46

360-degree feedback was originally used only for training and development purposes, but has rapidly spread to being used in the management of

A) job evaluation.
B) performance and pay.
C) employee orientation.
D) customer service.
E) rating errors.

Question 47

The following steps are all important to ensure that the appraisal interview leads to improved performance except

A) that the supervisor should be helpful and constructive.
B) that the supervisor should be in firm control of the interview.
C) giving employees the opportunity to present their ideas and feelings.
D) setting improvement goals and a schedule for attaining them.
E) ensuring employees don't feel threatened during the interview.

Question 48

The 360-degree appraisal approach fits closely with the goals of organizations committed to

A) employment equity.
B) hierarchical chain of command.
C) MBO.
D) continuous learning.
E) pay equity.

Question 49

More firms today let employees anonymously evaluate their supervisors' performance.This process is known as

A) 360-degree appraisal.
B) team appraisal.
C) supervisor appraisal.
D) upward feedback.
E) anonymous evaluation.

Question 50

Guidelines for developing a legally defensible performance appraisal process include all of the following except

A) using clearly defined individual dimensions of job performance.
B) documenting evaluations.
C) providing definitive performance standards to rater and ratees.
D) incorporating job characteristics into a rating instrument.
E) conducting job specialization for each employee.

Question 51

Rules for constructive criticism include all of the following except

A) ensuring criticism is free of bias.
B) that a once-a-year "critical broadside" can be effective.
C) providing suggestions about what could be done to change behaviour.
D) criticizing in private.
E) letting the employee maintain their sense of dignity and self-worth.

Question 52

Organizations that have implemented 360-degree appraisal would give the following advice to those considering it except

A) provide training for supervisors, raters and ratees.
B) be clear about who will have access to reports.
C) assure all raters that their comments will be kept anonymous.
D) use standard questionnaires.
E) plan to evaluate the system for fine tuning.

Question 53

A written warning to an employee with poor performance should include all of the following except

A) specifying that 360-degree appraisal will be used in future.
B) specifying any violation of the standards.
C) making it clear the employee was aware of the standards.
D) identifying standards under which the employee is judged.
E) indicating that the employee had an opportunity to correct their behaviour.

Question 54

When conducting the appraisal interview, all of the following should be kept in mind except

A) developing an action plan.
B) being direct and specific.
C) encouraging the person to talk.
D) talking in generalities.
E) not getting personal.

Question 55

When a person is accused of poor performance, research indicates that the first reaction that he/she may have is often

A) ignoring the accusation.
B) aggression.
C) changing the subject.
D) anger.
E) denial.

Question 56

An employee's 360-degree appraisal usually involves all of the following appraisers except

A) any employees reporting to the person being appraised.
B) supervisors.
C) peers.
D) competitors.
E) customers.

Question 57

The basic problem with employee self-ratings is

A) lack of anonymity.
B) employee reluctance to self-rate.
C) peers rate themselves lower than they are rated by supervisors or peers.
D) supervisor distrust of employee self-ratings.
E) employees rate themselves higher than they are rated by supervisors or peers.

Question 58

Best practices when dealing with defensive employees include

A) using intimidation to convince.
B) solving all problems quickly.
C) recognizing that defensive behaviour is normal.
D) explaining the person's behaviour to them.
E) never backing down.

Question 59

A potential problem with peer appraisal occurs when all the peers get together to rate each other highly.This is called

A) halo error.
B) logrolling.
C) appraisal bias.
D) preferential evaluation.
E) leniency error.

Question 60

When preparing for the appraisal interview, there are three things to do.First, assemble the data, second, prepare the employee, and finally,

A) choose the time and place.
B) prepare the appraisal examination.
C) do the performance appraisal.
D) lay out an action plan.
E) document all information to be discussed in the interview.

Question 61

The main purpose of appraising employees is to ensure that they follow instructions from management and always perform to the best of their ability.

Question 62

It would be a disadvantage for firms to combine several appraisal tools.

Question 63

A behaviourally anchored rating scale takes less time than a graphic rating scale for the supervisor to complete when undertaking performance appraisal.

Question 64

A manager can implement a modest MBO program by jointly setting goals with employees and providing feedback.

Question 65

Identify and briefly describe five different performance appraisal methods.

Question 66

A behaviourally anchored rating scale (BARS) combines the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific behavioural examples of good or poor performance.

Question 67

Rater training is the most important thing to do to improve performance appraisal accuracy.

Question 68

When using a graphic rating scale, the central tendency error occurs when raters rate people too high.

Question 69

Performance appraisal requires feedback sessions in which performance and progress are discussed and plans are made for required development.

Question 70

The performance management process contains five steps.Identify and briefly describe each step of the performance management process.

Question 71

Research indicates that individual differences among ratees (in terms of characteristics such as age, race, and sex) can affect the ratings they receive from supervisors.

Question 72

MBO is time consuming.

Question 73

Define MBO, describe the steps in the MBO appraisal program, and explain three problems to avoid.

Question 74

When using the paired comparison method, for every trait, every employee is compared to every other employee in pairs.

Question 75

The most popular technique for appraising performance is the graphic rating scale.

Question 76

With the critical incident method, the rating reflects only the employee's most recent performance.

Question 77

Susan, the HR director, is developing performance management training sessions for junior managers.She wants to be sure to emphasize the key success factor for effective performance appraisal that most often leads to optimum employee performance.The factor she emphasizes is

A) effective career development discussions.
B) the quality of the performance appraisal dialogue between the manager and employee.
C) linking pay with performance.
D) legally compliant policies.
E) none of the above.

Question 78

The use of critical incidents in performance appraisal provides specific examples of good and poor performance.

Question 79

The critical incident performance appraisal method can be geared directly to the specific job expectations laid out for the employee at the beginning of the year.

Question 80

Most organizations are dissatisfied with their performance appraisal programs.They need to downsize poor performers, but appraisal records indicate that all employees are performing adequately.