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| 1 | |
Performance appraisal is the process: |
| | A) | of systematically evaluating the true worth of a particular job. |
| | B) | of managing one's performance to improve one's chances of going up the hierarchy. |
| | C) | through which an organization gets information on how well an employee is doing his or her job. |
| | D) | through which an organization ensures that there is complete transparency in the career planning process. |
| | E) | of providing employees information regarding their performance effectiveness. |
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| 2 | |
Which of the following purposes does the performance management information serve when factors such as salary (pay raises), promotions, terminations, and recognition of individual performance are considered? |
| | A) | Strategic purpose |
| | B) | Administrative purpose |
| | C) | Developmental purpose |
| | D) | Investigative purpose |
| | E) | Evaluation purpose |
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| 3 | |
_____ is the extent to which a performance management system elicits job performance that is aligned with an organization's goals and culture. |
| | A) | Reliability |
| | B) | Specificity |
| | C) | Acceptability |
| | D) | Validity |
| | E) | Strategic congruence |
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| 4 | |
The _____ approach to performance management focuses on the extent to which individuals have certain traits believed desirable for the company's success. |
| | A) | attribute |
| | B) | comparative |
| | C) | behavioral |
| | D) | quality |
| | E) | results |
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| 5 | |
Which of the following approaches to performance management has high validity results but has very low specificity if ratings are done carefully? |
| | A) | The attribute approach |
| | B) | The results approach |
| | C) | The behavioral approach |
| | D) | The comparative approach |
| | E) | The quality approach |
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| 6 | |
Which of the following approaches to performance management has high acceptability, usually low validity, very low specificity, and yields low strategic congruence results that requires the manager to make the link? |
| | A) | The attribute approach |
| | B) | The results approach |
| | C) | The comparative approach |
| | D) | The behavioral approach |
| | E) | The quality approach |
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| 7 | |
Annabelle is a law enforcement officer whose job often entails patrolling a neighborhood that is far from the sheriff's office. As a consequence, the sheriff rarely witnesses her work. Which of the following rater options would offer the sheriff a clear picture of Annabelle's performance as a police officer? |
| | A) | Top executives |
| | B) | Subordinates |
| | C) | Peers |
| | D) | Supervisors |
| | E) | Self |
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| 8 | |
Which of the following rater errors occurs when a rater gives employees low ratings on all aspects of performance because of an overall negative impression of the employee? |
| | A) | Halo |
| | B) | Leniency |
| | C) | Contrast |
| | D) | Central tendency |
| | E) | Horns |
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| 9 | |
Ron is an employee at Agrocon Inc. who consistently gets higher performance rating than his peers only because his supervisor hails from a similar background as him. They are both from the same town and graduate school. Which of the following performance rating errors is this an example of? |
| | A) | Central tendency |
| | B) | Leniency |
| | C) | Contrast |
| | D) | Similar to me |
| | E) | Horns |
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| 10 | |
Jane is a supervisor at Bearstream Corp. In a bid to boost the morale of her subordinates, she gives higher performance ratings to all her subordinates regardless of their performance. This performance rating error is an example of _____. |
| | A) | halo |
| | B) | leniency |
| | C) | contrast |
| | D) | similar to me |
| | E) | horns |
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| 11 | |
Ron is a sales manager at Terra Corp. He is known to be a taskmaster and repeatedly gives lower ratings to all his employees regardless of their performance. This performance rating error is an example of _____. |
| | A) | halo |
| | B) | strictness |
| | C) | contrast |
| | D) | similar to me |
| | E) | horns |
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| 12 | |
Peter has been working at Tempest Corp. for a year. His performance during the first few months at his job was very good, and he developed a very good impression with his employers. As a consequence, despite his poor performances, Peter has been receiving good performance ratings due to his overall good image. This is an example of _____. |
| | A) | halo |
| | B) | leniency |
| | C) | contrast |
| | D) | similar to me |
| | E) | horns |
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| 13 | |
Despite the fact that Emma performs really well in her workplace, she ends up getting only average performance rating because her peers perform even better. This is an example of _____. |
| | A) | halo |
| | B) | leniency |
| | C) | contrast |
| | D) | similar to me |
| | E) | central tendency |
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| 14 | |
For feedback to be effective, the: |
| | A) | manager should ask the employee to rate his or her performance before the session. |
| | B) | feedback should be given once a year. |
| | C) | best place for a constructive feedback session should be the manager's office. |
| | D) | senior executives should discourage the employee from participating in the session. |
| | E) | feedback should be focused on the person rather than his behavior. |
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| 15 | |
Which of the following factors corresponds to the consequences to be considered while analyzing poor performance? |
| | A) | Do work group or team norms encourage employees not to meet performance standards? |
| | B) | Does the employee have the necessary skills and knowledge needed? |
| | C) | Has the employee been given information about his or her performance? |
| | D) | Do performance standards exist? |
| | E) | Is the employee mentally, physically, and emotionally able to perform at the expected level? |
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