Question 1

According to research evidence, in which situation would an employer most have to guard against raters giving unfair low performance ratings to black employees?

Accepted Answer

Research shows that when most of the employees in a work group are white, raters are more likely to give unfair low performance ratings to black employees. This is known as the white majority effect, where raters unconsciously rate members of a minority group lower in order to maintain the status quo and uphold the dominant group's power. Other factors such as rater training, application of Uniform Guidelines, and legal defensibility of the performance management system do not necessarily guard against the white majority effect.

Question 2

Besides a discussion of the employee's past behavior, what other topic(s) are most important to include in a performance feedback meeting?

Accepted Answer

Goal setting and discussing when to follow up is important in order to provide clear expectations for the employee moving forward and to establish a plan for improvement. A description of personality or opinions about other employees are not relevant to the employee's performance and could potentially create a negative and subjective atmosphere. "Telling and selling" ratings is also not productive and can undermine the employee's trust in the feedback process. While strategic planning may be important, it is not necessarily the primary focus of a performance feedback meeting and should only be discussed if it directly relates to the employee's performance and goals.

Question 3

Jordan, the CEO of Sinc Co., believes in providing employees with a flexible and open environment to enhance their skills and growth in the company. In the context of performance management and ethical issues associated with it, which of the following would Jordan most likely oppose and why?

Accepted Answer

Electronic monitoring systems are likely to be opposed by Jordan as they conflict with the idea of a flexible and open environment by making employees feel monitored and less autonomous.

Question 4

How can an organization protect itself against discrimination and unjust dismissal lawsuits?

Accepted Answer

Clearly communicating job requirements to employees can help ensure that all employees are treated fairly and that there is no basis for a discrimination or unjust dismissal lawsuit. Additionally, having a fair and objective performance evaluation process that focuses on job-related factors can also help protect against such lawsuits. The other answer choices either do not address discrimination and unjust dismissal or could potentially open the organization up to lawsuits.

Question 5

Distinguish between behavioral observation scales (BOS) and behaviorally anchored rating scales (BARS).

Accepted Answer

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Question 6

The human resource department of Tull Time is reviewing its performance management system to make sure it can show fairness if an employee ever complains of discrimination. Which statement is a problem that must be addressed if Tull Time is to meet that goal?

Accepted Answer

The evidence that raters tend to give higher ratings to persons of their own race suggests potential discrimination and unfairness in the performance management system, which must be addressed to ensure fairness. The other options do not directly address issues of discrimination and fairness in performance management.

Question 7

Derrick, a sales manager at Kappa Corp., finds that Jack, a salesman, lacks motivation to perform well in his job. In the context of finding solutions to performance problems, what is the right way to deal with this situation?

Accepted Answer

The right way to deal with a situation where an employee lacks motivation is to counsel the employee to help him understand the factors that are affecting his motivation. This can help the employee to identify the root cause of the problem and find effective solutions to overcome it. Reducing pay or threatening to demote the employee can have a negative impact on motivation and lead to further performance problems. Asking the employee to learn from others or take a vacation may not address the underlying issues that are affecting the employee's motivation.

Question 8

Payton was recently dismissed from her job in a hardware store. She had often been late for work, and she was so unresponsive to customers' needs that the store had received several complaints about her. Furthermore, she frequently complained about policies and procedures. A week after Payton's dismissal, the store's manager learned that Payton intended to sue the company for wrongful dismissal. She was saying she had complained of management's misdeeds, so the company retaliated. How should the human resource department have prepared the company for this situation?

Accepted Answer

By setting up a performance management system that documents employee performance problems, the company would have a record of Payton's poor performance and any prior warnings or disciplinary actions taken. This documentation would be critical in defending against any wrongful dismissal claim. The system should also include a process for addressing and resolving employee complaints, so that they do not escalate to the point of legal action.

Question 9

Describe the types of rating errors that influence performance evaluation, and explain the ways in which they can be minimized.

Accepted Answer

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Question 10

Discuss the steps involved in the performance management process.

Accepted Answer

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Question 11

Discuss the various purposes of performance management systems.

Accepted Answer

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Question 12

Virginia considers Howard, her office assistant, to be both highly skilled and highly motivated. Howard frequently surprises Virginia with his creative problem solving, above and beyond the basic job requirements. What response should Virginia make to Howard's performance?

Accepted Answer

Howard is highly skilled and motivated, and has been going above and beyond in his job. Virginia should acknowledge and reward this behavior by offering him opportunities for career development. This will not only show Howard that he is valued, but it will also encourage him to continue performing at a high level.

Question 13

Ricky is a hardworking, reliable employee in a warehouse. His supervisor notices that this is the fifth year in a row in which Ricky's performance appraisal shows that he has met requirements for every performance standard of his job. Even so, the supervisor has identified areas for improvement. Which statement gives the most significant reason for seeking improvement in Ricky's performance?

Accepted Answer

Improving performance can aid in career development, providing a constructive path for growth and opportunities within the company.

Question 14

William, a supervisor, is discussing an employee with Barb, the human resource manager at his company. The employee's performance has been falling, and the employee has been absent on several workdays. William is concerned about this change in behavior. The HR manager suggests that William encourage the employee to contact the employee assistance program (EAP) for a referral to a counselor. In which situation would Barb's advice be most appropriate?

Accepted Answer

The employee assistance program (EAP) is designed to help employees deal with personal problems that might affect their work performance. If the employee has the necessary skills but lacks motivation, counseling through an EAP could help address underlying personal issues affecting their motivation.

Question 15

When Thomas Inc. dismissed Jim, his supervisor told him the reason was that he did not meet performance standards. The supervisor assumed that would prevent Jim from claiming he had been dismissed unjustly. What is the main flaw in the supervisor's assumption?

Accepted Answer

The main flaw in the supervisor's assumption is that people who sue for unjust dismissal usually claim the real reason for the dismissal differs from what the employer said. Therefore, simply stating that Jim was dismissed for not meeting performance standards may not prevent him from claiming the dismissal was unjust.

Question 16

The management of D&D Group wants to begin electronically monitoring the computer work of the employees who process claims filed by customers. Eden, the company's human resource executive, expects that employees will resist the monitoring, because they will feel robbed of their human dignity. How could the human resource department best address this concern?

Accepted Answer

The best way to address the concern of employees feeling robbed of their human dignity is by using the data collected through monitoring for employee development programs. This approach emphasizes the fact that monitoring is not to punish or reprimand individuals but rather to identify areas where employees can improve and grow in their careers. It also demonstrates the company's commitment to investing in its employees' professional development.

Question 17

Georgia, a new employee at Dino Co., has demonstrated low productivity for a long period. Her manager evaluates her performance and finds that she requires more training to improve her productivity. In the context of improving employees' performance, Georgia lacks

Accepted Answer

Georgia's low productivity indicates that she lacks the necessary abilities to perform her job effectively, and therefore requires training to improve her performance. The other options (A, C, D, E) do not directly relate to her lack of productivity.

Question 18

List the advantages and disadvantages of using managers, peers, subordinates, self, and customers as sources of performance information.

Accepted Answer

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Question 19

Rebecca, a supervisor, is meeting with an employee whose performance has deteriorated since the previous year. The employee used to do the same work well, so Rebecca believes the problem is not likely to be related to ability. Which response would be most likely to help in this situation?

Accepted Answer

Investigating whether the employee feels she has been treated fairly can help identify any underlying issues affecting performance, such as motivation or workplace environment, which are not related to ability.

Question 20

The receptionist at Brunt Inc. is punctual, polite, and always cheerful. The firm's employees and customers all love her. However, she has difficulty with the clerical tasks that the firm's prior receptionists handled. The receptionist's supervisor recommends redesigning the receptionist's job. That recommendation would be most appropriate in which situation?

Accepted Answer

This situation describes an employee who has high motivation but lacks ability, and training is not expected to help. Redesigning the receptionist's job can help utilize her strengths (punctual, polite, and cheerful) while minimizing any weaknesses she may have in completing certain clerical tasks. This situation does not describe an employee who is low in ability or motivation or who has the ability to do better but lacks motivation. It also does not describe an employee who lacks ability unless she gets training, as it is stated that training is not expected to help. Finally, this situation assumes that the employee understands the significance of the problem, as it is stated that the supervisor has recommended redesigning the receptionist's job.

Quiz 10: Managing Employees Performance