Chapter 8

4.
(p. 302)

5.
(p. 302)

6.
(p. 302)

7.
(p. 302)

8.
(p. 302)

20.
(p. 306)

In performance management, a critical aspect of a company's strategy, which if

not met would result in lower customer satisfaction and undesirable organizational
consequences is referred to as
A.
performance objectives
B.
performance goals
C.
performance measurement
D.
output measures
E.
outcome measures
In performance management, achievable and realistic targets to which
outcomes can be compared are referred to as
A.
performance objectives
B.
performance goals
C.
performance measurement
D.
output measures
E.
outcome measures
In performance management, measuring the process of achieving present
goals is referred to as
A.
performance objectives
B.
performance goals
C.
performance measurement
D.
output measures
E.
outcome measures
In performance management, quantitative and qualitative assessments are
referred to as
A.
performance objectives
B.
performance goals
C.
performance measurement
D.
output measures
E.
outcome measures
In performance management, results of programs compared to preset
targets are referred to as
A.
performance objectives
B.
performance goals
C.
performance measurement
D.
output measures
E.
outcome measures
Indirect observation of performance usually evaluates substitutes for actual
performance; these substitutes are called
A.
subjective measurements
B.
constructs
C.
reduced reliability testing
D.
substitution structures (substructs)
E.
direct measurement

21.
(p. 307)

22.
(p. 307309)

23.
(p. 308)

24.
(p. 307)

25.
(p. 307)

26.
(p. 307)

Subjective performance measures

A. are so called because they involve specific employees as subjects
B.
are not verifiable by others
C. are usually observed directly and don't involve opinions
D. are designed to evaluate employees' subjective opinions on performance
E.
can be highly accurate when done indirectly
To provide an accurate picture of an individual's job performance, appraisal
systems should do all the below except
A.
evaluate behaviours that constitute job success
B.
minimize unfavourable feedback at all times
C. be practical and understood (not overly complicated)
D.
have standards that relate to desired results
E. employ dependable measures that are reliable and reasonably easy to use
Job analysis has a direct impact on performance appraisal by
A.
uncovering specific performance criteria
B.
ignoring job standards
C.
utilizing external workforce analysis
D.
negotiating union contracts
E.
setting sales goals
The difference between an appraisal method and an appraisal system is that
A. an appraisal system can encompass a variety of appraisal methods
B. an appraisal method can encompass a variety of appraisal systems
C. one cannot have an appraisal method if one has an appraisal system
D. an appraisal method is used for unionized workers whereas an appraisal system
is used for management
E. there is never any difference between the two terms; they always mean the
same thing
Of all the characteristics of an effective performance appraisal system below, one
can be considered to be of the utmost importance
A.
reliability
B.
rater training
C.
employee input into appraisal system
D.
validity
E.
employee acceptance of goals
Validity in performance appraisals refers to the
A. relevance of measurement criteria to job performance
B.
reliability of measurement criteria
C. use of subjective over objective standards and measurements
D.
frequency of feedback
E.
lack of reliability

27.
(p. 308)

28.
(p. 307,
Fig 8-4)

30.
(p. 310)

31.
(p. 310311)

32.
(p. 310)

33.
(p. 310)

While reliability in employee performance appraisals is desirable it is

A.
also easy to obtain with a good rater
B. difficult to obtain in most organizational settings
C.
not necessary if appraisals are valid
D.
difficult to obtain unless employees cooperate
E. only window-dressing and can serve no real purpose in the performance
appraisal procedure
All of the following are characteristics of an effective employee appraisal system
except
A.
employee participation in performance goals
B. training employees on how to take a performance appraisal
C. supervisor's (rater's) personal knowledge about the employee
D.
reliability
E.
frequent feedback
Performance appraisal methods can use a variety of techniques and these
techniques can be grouped by how they focus, and can include
A.
past-oriented appraisal methods
B.
subjective-based appraisal methods
C.
discriminatory-approach appraisal methods
D.
reverse-future-oriented appraisal methods
E.
presented-oriented appraisal methods
Past-oriented performance appraisal approaches can include all the following
except
A.
rating scale
B.
performance test and observation
C.
critical incident method
D.
behaviourally anchored rating scales
E.
management by objectives
Non-comparative performance evaluation methods can include
A.
ranking method
B.
rating method
C.
self-appraisal
Likely, the most used form of performance appraisal (though not necessarily the
most effective) continues to be the
A.
checklist
B.
behaviourally anchored rating scale
C.
rating scale
D.
assessment centre
E.
self-appraisal

37.
(p. 310)

38.
(p. 313)

39.
(p. 313)

42.
(p. 315)

43.
(p. 315)

44.
(p. 312313, Fig
8-7)

Human resource specialists design behaviourally anchored rating scales for any
given job by collecting descriptions of what would constitute effective and
ineffective performance for that job. Information is collected from all the following
except
A.
incumbents
B.
peers
C.
superiors
D.
job analysts
E.
customers
Comparative evaluation methods for performance appraisals can include
A.
rating scales
B.
forced distributions
C.
assessment centres
D.
management by objectives
E.
behaviourally anchored rating scales
Comparative evaluation methods differ from non-comparative methods in that
A. they compare one person's performance with that of co-workers
B. they compare an employee's performance with his or her job description
C. they directly compare employee performance to job performance standards
D. comparative methods are illegal when evaluating people in a protected class
E.
supervisors compare notes about employees
The management-by-objectives performance evaluation approach is based upon
the premise that
A. employees will achieve the objectives set for them by management
B. achieving objectives will produce satisfied employees
C. each employee and superior jointly establish goals for a future period
D. there is little connection between performance and objectives
E. employees will always manage to have difficulty with performance appraisals
One employee evaluation method that attempts to appraise future potential by
using multiple types of evaluation and multiple raters is
A.
critical incident method
B.
assessment centre technique
C.
management-by-objectives
D.
self-evaluation
E.
behaviourally anchored rating scales
A recent popular method for evaluating an employee's performance involves using
all possible sources for information on the employee's performance. This method is
referred to as
A.
management-by-objectives
B.
the 360-degree performance appraisal
C.
the assessment centre technique

D.
E.
45.
(p. 312)

48.
(p. 318)

51.
(p. 318)

52.
(p. 318)

53.
(p. 318)

54.
(p. 319)

the 180-degree performance appraisal

the all-agreement appraisal method

While the 360-degree appraisal method is gaining popularity, it requires at the

least __________ in order to have a chance to work
A.
a suitable corporate culture
B.
professional evaluators
C.
cost-effective management
D.
a minimum 500 person employee base
E.
a decent employee benefit plan
A rater bias that occurs when the evaluator allows some piece of information
about the employee to disproportionately influence the outcome is called
A.
the halo effect
B.
the error of central tendency
C.
the leniency bias
D.
fundamental attribution error
E.
the disproportionate influence bias
The halo effect as a rater bias, is most severe when
A.
a rater is too harsh in their evaluations
B. the extremes of "excellent" or "very poor" are used more than necessary
C.
raters choose to remain emotionally detached
D.
a rater must evaluate their friends
E. only the most recent employee performance is considered
Some managers, for various reasons, do not like to evaluate employees as either
"effective" or "ineffective" and so tend to rate everyone as "average". This is
referred to as the
A.
recency effect
B.
leniency bias
C.
error of central tendency
D.
strictness bias
E.
halo effect
Human resource departments are sometimes unintentionally to blame for
supervisors falling into the central tendency bias when evaluating employees,
particularly when a human resource department
A. informs supervisors not to cause any trouble with the union
B. requires supervisors to justify very high or low ratings
C. feels that it cannot replace a poor employee in a key position
D.
doesn't want to deal with grievances
E.
is in the process of downsizing
The recency effect is a potential evaluator bias that occurs when
A. the rater has done too many employee evaluations recently
B. the employee has just recently started the job and is therefore given an
improper evaluation

C. the rater has just recently started the job and cannot fairly evaluate the
employee
D. the rater allows recent employee actions to unduly sway evaluation of overall
employee performance
E. performance standards have just recently been developed
55.
(p. 319)

56.
(p. 319)

57.

Evaluation interviews
A.
are done during the selection process
B.
do not involve performance feedback
C. can involve feedback approaches such as tell and sell, tell and listen, and
problem-solving
D.
are the final step in the dismissal process
E. are not done if a performance appraisal is done instead
A performance review session where a supervisor allows an employee to explain
reasons, excuses, and defensive feelings about performance is called the
A.
tell-and-sell approach
B.
problem-solving approach
C.
tell-and-listen approach
D.
participative approach
E.
supervisory listening approach
Rater guidelines for effective performance evaluation interviews include all the
except
A.
emphasize positive aspects
B. make any criticisms specific rather than general and vague
C.
conduct feedback in private
D. argue if it is necessary to make the point with the employee
E. identify specific performance improvement actions that can be taken

(p. 320, following

Fig 8-11)

58.
(p. 321)

59.
(p. 320)

A completed performance appraisal form

A. must be kept in the employees files for a maximum of one year
B.
is a legal document
C. is an internal document that has no importance outside of the organization
itself
D. must be done in duplicate with one copy submitted to the provincial Labour
Relations Board
E. must be done in duplicate with one copy given to the employee as required by
labour legislation
A poor performance appraisal system can cause
A.
HR departments to miss their objectives
B.
corporate goals to be met more easily
C. employee-related decisions to be based on trial and error
D.
better hiring decisions
E. more efficient and satisfactory compensation systems

165. Henry indicated he thought he understood what he was supposed to do and to

(p. 302)

what level he was expected to perform. In performance management terms,

achievable and realistic targets set to which outcomes can be compared are
referred to as
A.
performance objectives
B.
performance measurement
C.
performance goals
D.
output measures
E.
outcome measures
166. In addition to affecting his anticipated compensation increase, this performance
(p. 304 appraisal will likely affect Henry in all of the following areas except
Fig 8-2)
A.
performance improvement plans
B.
employee career development plans
C.
job re-design needs
D.
promotion decisions
E.
employee recruiting
167. Which of the following characteristics of an effective employee appraisal system
(p. 307 seems to be most lacking?
Fig 8-4)
A.
employee participation in performance goals
B. training employees on how to take a performance appraisal
C. supervisor's (rater's) personal knowledge about the employee
D.
reliability
E.
frequent feedback
168. The performance appraisal method (that requires a rater to provide a subjective
(p. 310) evaluation of an individual's performance) used in this organization is called a
A.
checklist.
B.
rating scale.
C.
self-assessment scale.
D.
forced-choice method.
E.
paired-comparisons method.
169. Since information about Henry was collected from multi-sources and provided as
(p. 313) feedback to him, the organization appears to be using
A.
performance tests.
B.
forced distributions.
C.
assessment centres.
D.
management by objectives.
E.
360 degree performance appraisals.
170. Henry's supervisor was using a _________________ in the performance evaluation
(p. 319) interview session.
A.
tell-and-sell approach
B.
problem-solving approach
C.
tell-and-listen approach

D.
E.

participative approach
supervisory listening approach

171. Marjet and June's supervisor likely has a rater bias of a

(p. 318) A.
recency effect.
B.
leniency bias.
C.
error of central tendency.
D.
strictness bias.
E.
halo effect.
172. Michael's supervisor in purchasing likely has a rater bias of a
(p. 318) A.
recency effect.
B.
leniency bias.
C.
error of central tendency.
D.
strictness bias.
E.
halo effect.
173. Jeff's supervisor in marketing likely has a rater bias of a
(p. 318) A.
recency effect.
B.
leniency bias.
C.
contrast error.
D.
error of central tendency.
E.
halo effect.