PERFORMANCE MANAGEMENT AND APPRAISAL

Question 1

Level of commitment workers make to their employer, seen in their willingness to stay at the firm and to go beyond the call of duty.

A. Performance Management
B. Performance Management System
C. Performance Appraisal
D. Employee Engagement

Answer 1

D

Question 2

Goal-oriented process directed toward ensuring that organizational processes are in place to maximize the productivity of employees, teams, and ultimately, the organization.

A. Performance Management
B. Performance Management System
C. Performance Appraisal
D. Employee Engagement

Answer 2

A

Question 3

One of the major focuses in business today. Although every HR function contributes to performance management, training and performance appraisal play a more significant role.

A. Performance Management
B. Performance Management System
C. Performance Appraisal
D. Employee Engagement

Answer 3

B

Question 4

Formal system of review and evaluation of individual or team task performance.

A. Performance Management
B. Performance Management System
C. Performance Appraisal
D. Employee Engagement

Answer 4

C

Question 5

Uses of performance appraisal

In assessing a firm’s human resources, data must be available to identify those who have the potential to be promoted or for any area of internal employee relations. Through performance appraisal it may be discovered that there is an insufficient number of workers who are prepared to enter management.

A. Human Resource Planning
B. Recruitment and selection
C. Training and development
D. Carrer planning and development

Answer 5

A

Question 6

Uses of performance appraisal

Performance evaluation ratings may be helpful in predicting the performance of job applicants.

A. Human Resource Planning
B. Recruitment and selection
C. Training and development
D. Carrer planning and development

Answer 6

B

Question 7

Uses of performance appraisal

Performance appraisal data is essential in assessing an employee’s strengths and weaknesses and in determining the person’s potential. Managers may use such information to counsel subordinates and assist them in developing and implementing their career plans.

A. Human Resource Planning
B. Recruitment and selection
C. Training and development
D. Carrer planning and development

Answer 7

D

Question 8

Uses of performance appraisal

Performance appraisal results provide a basis for rational decisions regarding pay adjustments. Most managers believe that you should reward outstanding job performance tangibly with pay increases.

A. Human Resource Planning
B. Recruitment and selection
C. Compensation Programs
D. Carrer planning and development

Answer 8

C

Question 9

It is identifying specific performance goals. An appraisal system probably cannot effectively serve every desired purpose, so management should select the specific goals it believes to be most important and realistically achievable.

A. Performance appraisal process
B. Traits
C. Competencies
D. Behaviors

Answer 9

A

Question 10

Performance Criteria( Standards)

Such as attitude, appearance, and initiative are the basis for some evaluations. Many of these commonly used qualities are subjective and may be either unrelated to job performance or difficult to define.

A. Performance appraisal process
B. Traits
C. Competencies
D. Behaviors

Answer 10

B

Question 11

Performance Criteria( Standards)

When an individual’s task outcome is difficult to determine, organizations may evaluate the person’s task-related.

A. Performance appraisal process
B. Traits
C. Competencies
D. Behaviors

Answer 11

D

Question 12

Performance Criteria( Standards)

It include a broad range of knowledge skills, traits, and behaviors that may be technical in nature, relate to interpersonal skills, or are business-oriented.

A. Performance appraisal process
B. Traits
C. Competencies
D. Behaviors

Answer 12

C

Question 13

Performance Criteria( Standards)

If organizations consider ends more important than means, it becomes an appropriate factor to evaluate. The outcomes established should be within the control of the individual or team and should be those results that lead to the firm’s success.

A. Improvement potential
B. Goal Achievement
C. Competencies
D. Behaviors

Answer 13

B

Question 14

Performance Criteria( Standards)

When organizations evaluate their employees’ performance, many of the criteria used focus of the past. From a performance management viewpoint, the problem is that you cannot change the past.

A. Improvement potential
B. Goal Achievement
C. Competencies
D. Behaviors

Answer 14

A

Question 15

Responsibility for appraisal

Has traditionally been the most logical choice for evaluating performance and this continues to be the case. It is usually in an excellent position to observe the employee’s job performance and has the responsibility for managing a particular unit.

A. Subordinates
B. Peers and Team members
C. Immediate Supervisor
D. Self Appraisal

Answer 15

C

Question 16

Responsibility for appraisal

This approach leads supervisors to become especially conscious of the work group’s needs and to do a better job of managing.

A. Subordinates
B. Peers and Team members
C. Immediate Supervisor
D. Self Appraisal

Answer 16

A

Question 17

Responsibility for appraisal

A major strength to appraise performance is that they work closely with the evaluated employee and probably have an undistorted perspective on typical performance, especially in assignments.

A. Subordinates
B. Peers and Team members
C. Immediate Supervisor
D. Self Appraisal

Answer 17

B

Question 18

Responsibility for appraisal

If employees understand their objectives and the criteria used for evaluation, they are in a good position to appraise their own performance, Many people know what they do well on the job and what they need to improve,

A. Subordinates
B. Peers and Team members
C. Immediate Supervisor
D. Self Appraisal

Answer 18

D

Question 19

Responsibility for appraisal

Therefore, some organizations believe it is important to obtain performance input from this critical source. Organizations use this approach because it demonstrates a commitment, holds employees accountable, and fosters change.

A. Customer Appraisal
B. Peers and Team members
C. Immediate Supervisor
D. Self Appraisal

Answer 19

A

Question 20

It is responsible for coordinating the design and implementation of performance appraisal programs. However, it is essential that line managers play a key role from beginning to end.

A. Subordinates
B. Peers and Team members
C. Immediate Supervisor
D. Human Resource Department

Answer 20

D

Question 21

Popular performance appraisal method that involves evaluation input from multiple levels within the firm as well as external sources.

A. Rating Scales Method
B. 360- degree feedback evaluation method
C. Essay Method
D. Critical incident method

Answer 21

B

Question 22

Performance appraisal method that rates employees according to defined factors

A. Rating Scales Method
B. 360- degree feedback evaluation method
C. Essay Method
D. Critical incident method

Answer 22

A

Question 23

Performance appraisal method that requires keeping written records of highly favorable and unfavorable employee work actions.

A. Rating Scales Method
B. 360- degree feedback evaluation method
C. Essay Method
D. Critical incident method

Answer 23

D

Question 24

Performance appraisal method in which the rater writes a brief narrative describing the employee’s performance.

A. Rating Scales Method
B. 360- degree feedback evaluation method
C. Essay Method
D. Critical incident method

Answer 24

C

Question 25

Performance appraisal method that compares each employee’s performance to a predetermined standard or expected level of output.

A. Ranking Method
B. Work standards method
C. Behavioural anchored rating scale Method
D. Forced distribution method

Answer 25

B

Question 26

Performance appraisal method in which the rater ranks all employees from a group in order of overall performance.

A. Ranking Method
B. Work standards method
C. Behavioural anchored rating scale Method
D. Forced distribution method

Answer 26

A

Question 27

Performance appraisal method in which the rater individuals in a work group to a limited number of categories, similar to a normal frequency distribution

A. Ranking Method
B. Work standards method
C. Behavioural anchored rating scale Method
D. Forced distribution method

Answer 27

D

Question 28

Performance appraisal method that combines elements of the traditional rating scale and critical incident methods; various performance levels are shown along a scale with each described in terms of an employee’s specific job behavior.

A. Ranking Method
B. Work standards method
C. Behavioural anchored rating scale Method
D. Forced distribution method

Answer 28

C

Question 29

Performance appraisal method in which the manager and subordinate jointly agree on objectives for the next appraisal period; in the past a form of management by objectives.

A. Results based system
B. Work standards method
C. Behavioural anchored rating scale Method
D. Forced distribution method

Answer 29

A

Question 30

Problems in performance appraisal

Conducting performance appraisal is often a frustrating human resource management task. One management guru, Edward Lawler, noted the considerable documentation showing that performance appraisal systems neither motivate individual nor effectively guide their development.

A. Appraiser Discomfort
B. Halo error
C. Leniency
D. Horn error

Answer 30

A

Question 31

Problems in performance appraisal

Evaluation error that occurs when a manager generalizes one positive performance feature or incident to all aspects of employee performance, resulting in a higher rating

A. Appraiser Discomfort
B. Halo error
C. Leniency
D. Horn error

Answer 31

B

Question 32

Problems in performance appraisal

Evaluation error that occurs when a manager generalizes one negative performance feature or incident to all aspects of resulting in a lower rating.

A. Appraiser Discomfort
B. Halo error
C. Leniency
D. Horn error

Answer 32

D

Question 33

Problems in performance appraisal

Giving an undeserved high performance appraisal rating to an employee.

A. Appraiser Discomfort
B. Halo error
C. Leniency
D. Horn error

Answer 33

C

Question 34

Problems in performance appraisal

Being unduly critical of an employee’s work performance.

A. Personal bias ( stereotyping)
B. Central tendency
C. Strictness
D. Employee anxiety

Answer 34

C

Question 35

Problems in Performance appraisal

Evaluation appraisal error that occurs when employees are incorrectly rated near the average or middle of a scale.

A. Personal bias ( stereotyping)
B. Central tendency error
C. Strictness
D. Employee anxiety

Answer 35

B

Question 36

Problems in performance appraisal

This pitfall occurs when managers allow individual differences to affect the ratings they give. If these are factors to avoid such as gender, race, or age, not only is this problem detrimental to employee morale, but it is blatantly illegal and can result in costly litigation.

A. Personal bias ( stereotyping)
B. Central tendency error
C. Strictness
D. Employee anxiety

Answer 36

A

Question 37

Problems in performance appraisal

In some instances, managers control virtually every aspect of the appraisal process and are therefore in a position to manipulate the system

A. Personal bias ( stereotyping)
B. Manipulating the evaluation
C. Strictness
D. Employee anxiety

Answer 37

B

Question 38

Problems in performance appraisal

This may take the form of discontent, apathy, and turnover. In a worst-case scenario, a lawsuit is filed based on real or perceived unfairness.

A. Personal bias ( stereotyping)
B. Manipulating the evaluation
C. Strictness
D. Employee anxiety

Answer 38

D

Question 39

Characteristics of an effective appraisal system

It is perhaps the most basic criterion needed in employee performance appraisals. The Uniform Guidelines on Employee Selection Procedures and court decisions are quite clear municute this point.

A. Job related criteria
B. Standardization
C. Trained Appraiser
D. Performance expectations

Answer 39

A

Question 40

Characteristics of an effective appraisal system

Managers and subordinates must agree on ______ in advance of the appraisal period. If employees clearly understand the expectations, they can evaluate their own performance and make timely adjustments as they perform their jobs, without having to wait for the formal evaluation review.

A. Job related criteria
B. Standardization
C. Trained Appraiser
D. Performance expectations

Answer 40

D

Question 41

Characteristics of an effective appraisal system

Firms should use the ame evaluation instrument for all employees in the same job category whowork for the same supervisor. Supervisors should also conduct appraisals covering similar periods for these employees.

A. Job related criteria
B. Standardization
C. Trained Appraiser
D. Performance expectations

Answer 41

B

Question 42

Characteristics of an effective appraisal system

A common deficiency in appraisal systems is that the evaluators seldom receive training on how to conduct effective evaluations. Unless everyone evaluating performance receives training in the art of giving and receiving feedback, the process can lead to uncertainty and conflict.

A. Job related criteria
B. Standardization
C. Trained Appraiser
D. Performance expectations

Answer 42

C

Question 43

Characteristics of an effective appraisal system

Most employees have a strong need to know how well they are performing A good appraisal system provides highly desired feedback on a continuing basis.

A. Continuous open communication
B. Due process
C. Conduct performance review
D. Legal implications

Answer 43

A

Question 44

Characteristics of an effective appraisal system

In addition to the need for continuous communication between managers and their employees, a special time should be set for a formal discussion of an employee’s performance.

A. Continuous open communication
B. Due process
C. Conduct performance review
D. Legal implications

Answer 44

C

Question 45

Characteristics of an effective appraisal system

If the company does not have a formal grievance procedure, it should develop one to provide employees an opportunity to appeal appraisal results that they consider inaccurate or unfair,

A. Continuous open communication
B. Due process
C. Conduct performance review
D. Legal implications

Answer 45

B

Question 46

Employee lawsuits may result from negative evaluations. A review of court cases makes it clear that legally defensible performance appraisal systems should be in place.

A. Continuous open communication
B. Due process
C. Conduct performance review
D. Legal implications

Answer 46

D

Question 47

The ________ is the Achilles’ heel of the entire evaluation process. To minimize the possibility of hard feelings, the face-to-face meeting and the written review must have performance improvement, not criticism, as their goal.

A. Interview structure
B. Appraisal interview
C. Managers
D. Rating managers

Answer 47

B

Question 48

It should help employees understand that they are not the only ones under the gun.

A. Interview structure
B. Appraisal interview
C. Managers
D. Rating managers

Answer 48

C

Question 49

It should emphasize their own responsibility for the employee’s development and commitment for support.

A. Interview structure
B. Appraisal interview
C. Managers
D. Rating managers

Answer 49

D

Question 50

Appraisal Interview

Supervisors usually conduct’s formal appraisal interview at the end of an employee’s appraisal period. It should be made clear to the employee as to what the meeting is about.

A. Praise and criticism
B. Interview structure
C. Scheduling the interview
D. Employees role

Answer 50

C

Question 51

Appraisal Interview

A successful appraisal interview should be structured in a way that allows both the supervisor and the subordinate to view it as a problem-solving rather than a fault-finding session.

A. Praise and criticism
B. Interview structure
C. Scheduling the interview
D. Employees role

Answer 51

B

Question 52

Appraisal Interview

As suggested at the beginning of this section, conducting an appraisal interview requires tact and patience on the part of the evaluator.

A. Praise and criticism
B. Interview structure
C. Scheduling the interview
D. Employees role

Answer 52

A

Question 53

Appraisal Interview

From the employees’ side, two weeks or so before the review, they should go through their diaries or files and make a note of all projects worked on, regardless of whether or not they were successful.

A. Praise and criticism
B. Interview structure
C. Scheduling the interview
D. Employees role

Answer 53

D

Question 54

Appraisal Interview

Ideally, employees will leave the interview with positive feelings about management, the company, the job, and themselves. If the meeting results in a deflated ego, the prospects for improved performance will be bleak.

A. Praise and criticism
B. Interview structure
C. Conducting the interview
D. Employees role

Answer 54

C

Question 55

It is appropriate when warranted, but it can have limited value if not clearly deserved. If an employee must eventually be terminated because of poor performance, a manager’s false praise could bring into question the “real” reason for being fired.

A. Praise
B. Criticism
C. Leniency
D. Strictness

Answer 55

A

Question 56

Even if warranted, is especially difficult to give. The employee may not perceive it as being constructive. It is important that discussion of these sensitive issues focus on the deficiency, not the person.

A. Praise
B. Criticism
C. Leniency
D. Strictness

Answer 56

B