Chapter 11 Evaluating Performance

Question 1

_____ are one of the most widely misunderstood and misused forms of organization accountability. (Page 190)

Answer 1

Evaluations

Question 2

Often the loudest complaints come from from ______ or _____who believe they were rate too low or unfairly. (Page 190)

Answer 2

low performers or employees

Question 3

As demands on local governments continue to expand while resources are limited, supervisors and their employees tend to operate in _____. (Page 191)

Answer 3

reactive mode

Question 4

A _______ forces you to focus on _______ rather than________. (Page 192)

Answer 4

high pressure environment /near term problems/long term growth and develpment

Question 5

_____ and _____ feedback throughout the year is essential to keep employees on track in achieving goals and meeting expectations. (Page 192)

Answer 5

Immediate and ongoing

Question 6

For new employees, the evaluation cycle begins: (Page 192)

Answer 6

the day a person accepts a job and continues though-out the year.

Question 7

The ______, _____, _____, and ______ all provide a framework for evaluating performance. (page 192)

Answer 7

Job description
List of major responsibilities
How the job fits in w/ other organizations
Description of the employees qualifications

Question 8

Within the _______ you should create ________ with and for new employee and explain how the employee’s individual goals relate to the work unit’s goals and vision and mission of the organization. (page 192, 193)

Answer 8

two weeks/performance goals

Question 9

The Evaluation Cycle: Over the first three to six months, you should focus on? (Page 1993)

Answer 9

Clarifying
Providing
Describing

Question 10

For _______, you will generally spend less time on clarifying responsibilities while still providing regular feedback throughout the year. (Page 193)

Answer 10

Seasoned employees

Question 11

Effective performance evaluation is built around: (Page 194)

Answer 11

Continuous and ongoing feedback

Question 12

During the evaluation process, you should always focus on ______- not on personality or personal shortcomings and failures. (Page 194)

Answer 12

Performance results

Question 13

Every ______ develop and discuss with all team members their goals for the next work and review period. (Page 195)

Answer 13

6 to 12 months

Question 14

Setting Goals: _____ should contribute as much as possible to setting their goals at this stage. (Page 195)

Answer 14

Employees

Question 15

Setting Goals: You and your employees should agree that all established goals are: (Page 195)

Answer 15

1. Relevant to their specific job
2. Defined in the right order of importance
3. Are achievable within the established time frame

Question 16

You should have at least ___ formal evaluation interview each year with each member of your team. (Page 196)

Answer 16

one

Question 17

Many organizations also encourage or require _____ month evaluation interviews. (Page 196)

Answer 17

six-month

Question 18

When accompanied by periodic informal discussions throughout the year to measure progress and feedback on accomplishments and problems, an ______ or _____ can be a valuable opportunity to review overall job performance. (Page 196)

Answer 18

annual or six-month evaluation interview

Question 19

The _______ should be held in a private, quiet, neutral place, such as a conference room or empty office where no one will overhear or interrupt the conversation.(Page 196)

Answer 19

evaluation interview

Question 20

When conducting a evaluation interview, sit ______; this emphasises that you are a partner with the employee rather than a judge or adversary. (Page 196)

Answer 20

side by side

Question 21

At the beginning of the meeting, state the purpose of the interview and the specific goals of the meeting. During the interview, discuss _______ first and then developmental goal. (Page 197)

Answer 21

performance ratings

Question 22

Guidelines for conducting an evaluation interview: (Page 197)

Answer 22

1. Schedule one to two weeks in advanced to give your
   employee time to prepare
2. Plan for the interview
3. Avoid distractions 
4. Hold the interview in a neutral space
5. Prepare for the interview
6. Stick to work-related comments and questions
7. Focus on the employee's development

Question 23

How do you end a performance interview? (Page 198)

Answer 23

with a summary of the major points that were discussed

emphasize the work that has been accomplished and plan for the next evaluation.

Question 24

Handling Difficult Discussions: If you need to take a break to allow and employee to cool off, and gather your thoughts, adjourn the meeting for a specific amount of time rather than continuing an unproductive discussion. A ________ may be what’s needed to get the conversation back on track. (Page 198)

Answer 24

15 or 20 minute break.

Question 25

Keeping a _____ is a good way to track important events and observations. (Page 198)

Answer 25

critical-incident log

Question 26

Evaluation and Compensation: Most of the evaluation discussion you have with employees should be ______; focus on improving performance in the future. (Page 199)

Answer 26

developmental

Question 27

The performance evaluation interview should focus on how the employee can improve performance or maintain high performance, not on the: (Page 199)

Answer 27

the value of the next salary increase

Question 28

Your role as a supervisor is to focus on guiding the person toward ______ in your organization. (Page 199)

Answer 28

better performance and future success.

Question 29

Court decisions have established performance evaluation as a type of _____. (Page 200)

Answer 29

selection tool or test

Question 30

An improperly constructed or administered performance evaluation tool can result in charges of discrimination under ____________ is the evaluation instrument has an adverse impact on protected groups. (Page 200)

Answer 30

Title VII of the Civil Rights Act of 1964

Question 31

What are the common performance evaluation errors? (Page 200, 201, 202)

Answer 31

1. The Central Tendency Affect
2. The Recency Factor
3. The Halo or Horn Affect
4. Personal Bias

Question 32

The _____ happens when the supervisor let especially positive or negative performance in on area influence ratings for other areas. (Page 202)

Answer 32

Halo or Horn

Question 33

_____ occurs when the supervisor allows factors not related to the jobs duties to influence an employee’s performance ratings. (Page 202)

Answer 33

Personal Bias

Question 34

The _______ happens when the supervisor rates everyone at the midpoint of the scale, regardless of performance. (Page 200)

Answer 34

Central Tendency Affect

Question 35

The ______ occurs when the supervisor rates an employee on the basis of a recent event and disregards the remainder of the evaluation period. (Page 200)

Answer 35

Recency Factor

Question 36

_____ is a key tool for holding your employees accountable for their work and actions. (Page 202)

Answer 36

Performance Evaluation