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SOPP CHAPTER 12 > SOPP CHAPTER 12 > Flashcards

SOPP CHAPTER 12 Flashcards

1
Q
  1. Organizations are judged by their records of____
A

achievement

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2
Q
  1. The military is judged by its ability to win battles, the ___ by its capacity for making profit for stockholders, the law enforcement agency by its ability to _____.
A

industrial enterprise

to suppress unlawful activity

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3
Q
  1. In order for those responsible for planning programs and directing the many projects of the enterprise to accomplish their mission most efficiently, they must be able to utilize effectively the skills and abilities of their most costly and important resource- _____.
A

personnel

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4
Q
  1. Studies have revealed that the ____is one of the most important parts of the management process.
A

evaluation or appraisal of the employee

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5
Q
  1. Evaluations based on sound, objective data are unparalleled as a foundation on which the supervisor can ____.
A

help a substandard employee develop a program to improve importance

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6
Q
  1. In addition, these ____ provide supervisors with a means for measuring those abstract traits of their subordinates that cannot be easily measured otherwise.
A

evaluation systems

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7
Q
  1. Absences, tardiness, production, and accomplishments can be easily measured directly, but this is not so with such traits as __x3.
A

loyalty

ability to get along with others

temper mental stability

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8
Q
  1. Every supervisor worthy of the name engages constantly in the process of ___, whether there is a formal or informal rating system or none at all.
A

comparitively relating subordinates

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9
Q
  1. In small agencies, an ____ rating system may serve management well because everyone knows everyone else.
A

informal

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10
Q
  1. In larger organizations, however, it has been found that in the interests of efficient management, a ___ is necessary so that an individual employee’s progress may become a matter of record.
A

more formalized system

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11
Q
  1. No system of measuring the qualities of a human being is perfect because ___ cannot be entirely eliminated from the appraisals.
A

personal bias and subjectivity

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12
Q
  1. In those agencies where no evaluation system has been adopted, each supervisor are left to ___.
A

to their own device to evaluate their personnel comparitively

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13
Q
  1. ____ are inherently unstable because the instruments are subjective.
A

personal rating systems

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14
Q
  1. Evaluation systems have been established in some organizations because of ___; in others, enlightened administrators have adopted a system as a means of improving employee morale by giving employees recognition in proportion to the excellence of their _____.
A

legal requirements

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15
Q
  1. Since the desire for ____ is one of the basic human drives, not surprisingly it often has been found that the effectiveness of the working force is dependent (at least in part) on the recognition it receives from management for its efforts.
A

recognition

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16
Q
  1. The ___ should serve as a means of providing at least a degree of the recognition employees desire.
A

personnel evaluation system

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17
Q
  1. ____ carefully made and judiciously used serve as valuable aids to the organization in the maintenance of reasonable performance standards and in the administration of a progressive training, placement, promotion, executive development, and salary program based on merit.
A

rating reports

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18
Q
  1. _____ should make it obvious to personnel that at least an effort is being made by management to eliminate snap judgments and favoritism in the personnel relations program and that an attempt is being made in good faith to reward the most faithful producers by objectively giving credit where it is due.
A

impartial administration

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19
Q
  1. As an administrative tool, the data obtainable form personnel evaluations are useful in a ____.
A

progressive personnel management program

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20
Q
  1. ____ are valuable devices for determining if employees should be granted tenure or if they are entitled to earn or retain longevity or merit pay.
A

personnel evaluations

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21
Q
  1. ____ are instruments that can be useful as one basis for determining if employees should lose merit pay, and industrial concerns often utilize evaluation reports to determine the order in which to lay off personnel or reemploy them.
A

personnel evaluations

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22
Q
  1. As clinical instruments, ____ not only are valuable in giving employees credit for superior performance but also afford a basis for calling attention to inadequate performance.
A

rating reports

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23
Q
  1. Properly administered ____ can be useful to administrators in research activities, such as the refinement and validation of personnel relations techniques.
A

personal evaluation programs

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24
Q
  1. Evaluation reports also are useful in assessing with some accuracy the effectiveness of a ____ at the operating level.
A

training program

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25
Q
  1. When rating reports are utilized as one basis for ___, ratings over a period of years by many supervisors will tend to be a highly accurate appraisal of the employee’s worth-far more accurate generally than an appraisal by an oral examining board that observes the candidate in a relatively short interview and then can assess only a limited number of characteristics desirable in a leader.
A

promotion

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26
Q
  1. Regardless of the sophistication of the rating procedures or the importance of the program, an evaluation system will be successful only if the raters or those rated really want it ____.
A

to succeed

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27
Q
  1. ____ are sometimes solicited to bring formal organized pressure to bear on management when merit pay is withdrawn—unjustifiably, in the eyes of the employee affected—on the basis of performance rating reports.
A

employee groups

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28
Q
  1. The ___ is usually the most vociferous and may attempt to embarrass his superiors by accusing them of prejudice.
A

marginal employee

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29
Q
  1. Experience has shown that some supervisors will go so far as to change unjustifiably their rating reports on an employee if ___.
A

his or her complaints are loud enough

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30
Q
  1. Systems devised to provide a means of assessing employees will ordinarily not survive (or if they do, will be relatively ineffectual) unless ____.
A

training is provided for those who are to do the rating

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31
Q
  1. ____ must be given an understanding of the objectives a properly a properly administered evaluation program should meet and be made aware of the means of avoiding the common errors that cause inaccuracies in ratings and reduce their value.
A

raters

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32
Q
  1. ___ is the key to successful administration of a rating system and is its most usual source of weakness.
A

training raters

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33
Q
  1. When standards of measurement of employees are not consistently applied from unit to unit or when difficulties are encountered in attempting to compare ratings from several divisions of the organization, the deficiencies can usually be traced to the lack of ___.
A

lack of training or a failure on the part of management to clearly define traits

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34
Q
  1. Another cause of failure in rating programs results from the neglect of management to give raters an opportunity to ____.
A

learn rating procedures under supervison

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35
Q
  1. ____ can be reduced through regular conferences among supervisors wherein rating problems and solutions are discussed, proposals for modifications in procedures or methods are presented and considered, and common agreements are reached concerning rating standards that should prevail in the organization.
A

rating failures

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36
Q
  1. A rating system is bound to fall into disrepute if personnel rated come to lose confidence in it because it has been ___.
A

abused by management

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37
Q
  1. ____ often affect a person’s entire career; therefor, those made carelessly may have serious consequences.
A

rating reports

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38
Q
  1. ____ is often practiced in training situations, and these ratings are usually given great credibility because they are apt to reveal traits not often observed by supervisors.
A

peer rating

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39
Q
  1. Ratings made perfunctorily by raters who have evaded their responsibility lose most of their value and become costly ___.
A

administrative trivia

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40
Q
  1. A ____ worthy of the cost should not be compromised by shortcut methods.
A

personnel evaluation system

41
Q
  1. Experience has shown that abridged versions of rating scales devised to economize on time at the expense of accuracy have been responsible for a high ____.
A

percentage of failures

42
Q
  1. The ____ is the key figure in any rating system, since his job involves the productivity of the officers under his command.
A

first line supervisor, usually a Sergeant

43
Q
  1. Some agencies have adopted an ____ to be used to record commendable or censurable performance of a minor or routine nature.
A

incident report

44
Q
  1. The ___ alone will not store the multitude of observations he makes each day on his subordinates.
A

memory of supervisors

45
Q
  1. The ___ involves the collection of objective data about an employee’s performance, which can be used as a basis for more effective performance ratings.
A

critical incident technique

46
Q
  1. ___ indicating superior or unsatisfactory performance are reported as they are observed and can be used as an objective standard for ratings about which raters can agree.
A

critical incidents

47
Q
  1. ____ will usually list from 4 to 12 traits or characteristics that must be considered by the rater.
A

rating forms

48
Q
  1. Rating traits and abilities can be grouped into broad categories such as _____.
A

personal characteristics

49
Q
  1. Evaluation reports for probationary officers of all ranks should be made at least ____ during the probationary period to give the broadest picture of the employee.
A

once a month

50
Q
  1. Rating traits and abilities can be grouped into broad categories such as ___x4.
A

personal characteristics (traits needed for the job)

ability (adequate performance of the duties of the position)

performance (quality and quantity of work)

and suitability for promotion (acceptable to superior work)

51
Q
  1. The ___ selected for rating purposes should be examined critically to ensure that they are as specific as possible, that the traits to be measured can be relatively easily observed and uniformly evaluated by all rates, that the traits describe actual characteristics required by the job, that they are common to the largest possible number of employees, and that they are selected so as not to overlap with others, which would tend to defeat the purpose of the rating.
A

traits

52
Q
  1. The most important criteria for job success should e selected and evaluated carefully to prevent granting to ____.
A

tenure to unsuitable personnel

53
Q
  1. The ___ plays a prime part in setting standards of performance for his subordinates.
A

first line supervisors

54
Q
  1. One of the most significant organizational factors contributing to poor performance is the failure of the supervisor to ___.
A

clearly communicate to expected standard of performance to subordinates

55
Q
  1. ___ too often don not know what their supervisors expect simply because they have not been told or because the scope of their responsibilities has not been delineated.
A

subordinate personnel

56
Q
  1. In letting his subordinates know what he expects of them, the supervisor will be performing a ___ and will give them a basis for understanding what standards will be used to measure and evaluate their effectiveness.
A

training function

57
Q
  1. Effective supervisors often gain much valuable information about their subordinates by occasionally ___ where their capabilities can be measured through firsthand observation.
A

riding with them on patrol and watching in car videos

58
Q
  1. ___are inherently subjective, since they involve a personal audit by one person of another’s conduct or performance.
A

rating systems

59
Q
  1. Many of the ___ supervisors are called on to evaluate cannot be measured by precise tests.
A

personal traits

60
Q
  1. One of the inherently difficult problems in the police service is that of ____ persons assigned to widely different tasks.
A

fairly comparing

61
Q
  1. Most supervisors recognize that many of the observations they make of their subordinates cannot be completely ___.
A

objective

62
Q
  1. Accuracy may be improved when the rater compares each employee with others who have been selected as having the greatest __x3.
A

the greatest value to the organization

those in the middle group having average value

and with those who are considered as having the least value

63
Q
  1. Accuracy can be increased if additional employees are selected who are representative not only of the outstanding, average, and unsatisfactory groups of employees but of ___ as well.
A

intermediate groups

64
Q
  1. When ___ is most important to an organization, descriptive standards may be used to advantage in measuring accomplishments.
A

quantity

65
Q
  1. In a purely ___, the rater gives a numerical grade to each trait on the rating from according to the degree to which the employee possesses it.
A

arithmetic method

66
Q
  1. Once traits are selected that are considered to be the most important indicators of ___, several options can be provided from which the rater must select the one that most closely describes the performance for the person being rated.
A

quality performance

67
Q
  1. The ___ are usually the best raters because they are more diligent in carrying out their rating responsibilities than are the poorer supervisors and are less likely to commit the error of leniency by overrating the ____.
A

best supervisors

68
Q
  1. ___ are the easiest course for weaker supervisors, who are prone to overrate subordinates because this permits them to evade their responsibility of correcting deficient employees.
A

liberal ratings

69
Q
  1. ___ who rate all their subordinates alike are covertly disrespected.
A

lenient supervisors

70
Q
  1. Every supervisor should realized that he is evaluated informally by his subordinates on the basis of how his personnel ___are performed.
A

duties and responsibilities

71
Q
  1. When ratings used as ___ are improperly or carelessly made, irreparable harm is often done to the employee’s career.
A

management tools

72
Q
  1. Certain broad characteristics are usually found in supervisors who excel in rating their subordinates. These supervisors:
A

can distinguish facts from feelings or impressions.

are able to weigh the performance of their subordinates against a consistent standard, which they accomplish by establishing norms of conduct and performance as a point of departure for rating personnel.

base their ratings on objective data whenever possible, without allowing subjective emotions, individual likes and dislikes, or biases to influence them.

are careful to avoid committing the error of rating on the basis of vague general impressions and, instead, make every effort to rate on the basis of personal individual traits.

are systematic and thorough in recording accurate data relating to their observations of employees throughout the rating period.

73
Q
  1. From an organizational standpoint, individual raters’ accuracy and system integrity can be improved by ___.
A

higher review

74
Q
  1. Gaines and colleagues found that raters were more consistent and reliable when they knew a manager would ___.
A

review their ratings

75
Q
  1. Invariably, when ratings fail to accomplish their true purpose, it is found that the fault lies not in the form used but in ____.
A

the rater

76
Q
  1. The error of ___ is by far the most common of all errors in the rating of personnel.
A

leniency

77
Q
  1. The ___ will mark an excessive number of his subordinates in the upper 20 percent or upper 10 percent and fewer in the lower ranges.
A

lenient rater

78
Q
  1. The tendency to ___ has many obvious dangers, foremost of which is the damaging effect it has on the morale of the truly outstanding workers.
A

overrate

79
Q
  1. The marked tendency to rate high results is called a ___, with an excessive number of personnel rated in the upper range.
A

skewed curve

80
Q
  1. The error of ____ is contagious and has a tendency to spread rapidly form one supervisor to another who feels compelled to overrate his subordinates so that they may compete favorably with others who have been rated too high by an overly lenient supervisor.
A

leniency

81
Q
  1. The tendency of raters to rate in terms of a very general impression rather than on the basis of specific traits is commonly referred to as the ____.
A

halo or horns effect

82
Q
  1. Sometimes referred to as ___ or ___, the error of related traits is committed when the rater gives similar ratings to traits that seem to be similar.
A

logical error or association error

83
Q
  1. The tendency of raters to be unduly influenced by an occurrence, either good or bad, involving the person rated near the end of the rating period is known as ____
A

over weighting or recency

84
Q
  1. The error of personal bias is often confused with the error of ____, but closely examination to the two will reveal subtle differences.
A

subjectivity

85
Q
  1. The error of ___ occurs when the rater is unduly influenced by one or two characteristics that have special appeal to him.
A

subjectivity

86
Q
  1. A ___ is one that is an accurate measurement of the ability it purports to measure.
A

valid report

87
Q
  1. ___ reports actually reflect the officer’s vale tot eh organization in terms of specific traits that are related to his work, such as amiability, industry, attention to duty, and cooperativeness.
A

valid

88
Q
  1. A rating report is said to be ___ if it measures consistently and reasonably accurately (even if not perfectly) each time it is used.
A

reliable

89
Q
  1. The ideal rating, of course, is one in which the results are not unduly influenced by subjectivity or chance but are based on sound ___.
A

objective evidence

90
Q
  1. ____ should be prepared from evidence collected ruing a particular rating period.
A

evaluations

91
Q
  1. Supervisors are sometimes concerned that a single rating report that covers an excessive length of time might involve too great an adverse impact on the employee rated, especially when such reports are an important basis for __x3.
A

merit pay increases

promotion

placement

92
Q
  1. In the police service, a common practice followed is to make ___ of individual employees in a conference of supervisory officers.
A

group ratings

93
Q
  1. It is recommended by many who are experienced in the merit rating process that raters be encouraged to rate each employee on ___rather than to rate each employee completely before rating another.
A

one characteristic at a time

94
Q
  1. It is argued that the___ is increased when only one employee is considered at a time until his rating is completed because of the good or bad influence one trait has on another, were as if only one trait is considered at a time for all employees being rated, a more desirable norm can be achieved.
A

halo effect

95
Q
  1. Perhaps one of the greatest uses to which ___ can be put is their discussion with the person rated
A

personnel evaluations

96
Q
  1. If carefully made, the ___ provides a medium for showing the employee how he is measuring up to standards or how he may be falling short of them in his performance.
A

rating report

97
Q
  1. At the conclusion of the interview, a ____ should be asked to recap his understanding of what was agreed on and what is expected of him in the future.
A

substandard employee

98
Q
  1. Arrangements should be made in the supervisor’s schedule for ____ that will provide clues to the effectiveness of the interview.
A

follow up observations

SOPP CHAPTER 12 (1 decks)

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