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Test Bank For Performance Management 3rd Edition Herman Aguinis
Test Bank For Performance Management 3rd Edition Herman Aguinis
True/False Questions
4.2 Typically, there is only one type of behavior that has the capacity to advance
organizational goals.
(Suggested points: 2, [4.2])
4.3 When the behaviors that contribute to success in a particular job are not
observable, one can include measures of results that we infer to be the direct
result of an employee’s behavior.
(Suggested points: 2, [4.2])
4.6 Performance management systems need to not only measure performance but also
provide information on the source of any performance deficiencies.
(Suggested points: 2, [4.4])
4.8 Many organizations now realize that there is no need to focus on both task and
contextual performance.
(Suggested points: 2, [4.5])
4.9 Task performance varies across jobs and is likely to be role prescribed.
(Suggested points: 2, [4.5])
4.10 The fact that there are many ways to deliver effective results in a job is an
indication that a results approach to performance measurement might be
appropriate for the job.
(Suggested points: 2, [4.6])
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4.11 The behavior approach to measuring performance emphasizes the use of tools to
assess relatively stable individual attributes such as cognitive abilities and
personality.
(Suggested points: 2, [4.9])
4.13 When workers are skilled in the needed behaviors, behaviors and results are
related, and results show consistent improvement over time, it is best to use the
results approach to measuring performance.
(Suggested points: 2, [4.10])
4.14 Contextual factors, such as voice behavior and cultural differences, should be
considered when organizations choose to define and measure performance.
(Suggested points: 2, [4.6])
Multiple-Choice Questions
4.15 The combination of each of the following factors allows some individuals to
perform at higher levels than others EXCEPT:
A. Declarative knowledge
B. Procedural knowledge
C. Biases
D. Motivation
(Suggested points: 2, [4.3])
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B. work environments
C. A and B
D. None of the above
(Suggested points: 2, [4.3])
4.22 _________________ performance is fairly similar across jobs and is not likely to
be role prescribed.
A. Task
B. Contextual
C. Exceptional
D. None of the above
(Suggested points: 2, [4.5])
4.23 Which of the following factors are causing organizations to focus on contextual as
well as task performance:
A. Increased amount of teamwork
B. Global competition
C. Customer service
D. Employee perceptions of performance management
E. Supervisors’ views
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4.32 Under which of the following conditions would a behavior approach be most
appropriate?
A. Behaviors and results are obviously related.
B. There are many ways to do the job correctly.
C. Results show consistent improvement over time.
D. Outcomes are distant in the future.
(Suggested points: 2, [4.10])
4.34 When results and behaviors are obviously related, which approach to measuring
performance is most appropriate?
A. Trait approach
B. Results approach
C. Behavior approach
D. Orthodox approach
(Suggested points: 2, [4.10])
4.35 When poor results are due to causes beyond the performer’s control, which
approach to measuring performance is most appropriate?
A. Trait approach
B. Results approach
C. Behavior approach
D. Orthodox approach
(Suggested points: 2, [4.10])
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Chapter 4
4.36 When employees challenge the status quo in a positive way and make innovative
suggestions for change, they are exhibiting:
A. Cultural differences
B. Declarative knowledge
C. Psychomotor skills
D. Voice behavior
(Suggested points: 2, [4.6])
Essay-Type Questions
4.37 What are the five steps of deliberate practice that lead to excellence?
(Suggested points: 2, [4.3])
4.38 Performance consists of both task and contextual dimensions. Please define each
type of performance, and explain whether companies should focus on task
performance, contextual performance, or a combination of both.
(Suggested points: 2, [4.5])
4.39 Using your current work situation, or one of someone you know well, describe
whether performance is measured using a trait, behavior, or results approach. Use
the checklist below to identify whether or not your company should measure
performance using the trait, behavior, or results method.
Is this approach appropriate given your job responsibilities and the climate of
the organization? Explain whether or not you think that the system could be
improved using a different approach to measuring performance.
(Suggested points: 3, [4.10])
4.40 What are the three determinants of performance that allow some people to
perform at higher levels than others?
(Suggested points: 2, [4.3])
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4.41 Motivation involves three types of choice behaviors. What are they?
(Suggested points: 2, [4.3])
4.42 What is the expected outcome if any of the determinants of performance are
lacking?
(Suggested points: 5, [4.3])
4.43 The factors that influence determinants of performance are influenced by what
three things?
(Suggested points: 5, [4.3])
4.44 Activities that transform raw materials into goods and services that are produced
by an organization are called …
(Suggested points: 2, [4.5])
4.45 Activities that help with the transformation process by replenishing the supply of
raw materials, distributing its finished products, or providing important planning,
coordination, or supervision are called …
(Suggested points: 2, [4.5])
4.47 List the differences between task performance and contextual performance.
(Suggested points: 5, [4.5])
4.49 List some challenges associated with a system that emphasizes only the
measurement of traits.
(Suggested points: 2, [4.10])
4.50 Voice behavior is a type of behavior that emphasizes what three things?
(Suggested points: 2, [4.6])
4.51 Why is it important to consider cultural differences when defining and measuring
performance?
(Suggested points: 5, [4.5])
4.52 The behavior approach is most appropriate under what three conditions?
(Suggested points: 2, [4.7])
4.53 Give three examples of jobs in which the results approach would be the most
appropriate approach to performance measurement.
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Answers
4.1 T
4.2 F: There are many different kinds of behaviors that have the capacity to advance
(or hinder) organizational goals.
4.3 T
4.4 T
4.5 F: The three determinants have a multiplicative relationship.
4.6 T
4.7 T
4.8 F: Many organizations now realize that there is a need to focus on both task and
contextual performance because organizations cannot function properly with a
minimum dose of contextual behaviors on the part of all employees.
4.9 T
4.10 T
4.11 F: The trait approach emphasizes the use of tools to measure stable traits such as
personality and cognitive abilities.
4.12 T
4.13 T
4.14 T
4.15 C
4.16 B
4.17 D
4.18 C
4.19 D
4.20 D
4.21 A
4.22 B
4.23 F
4.24 A
4.25 C
4.26 B
4.27 C
4.28 A
4.29 D
4.30 C
4.31 A
4.32 D
4.33 D
4.34 B
4.35 C
4.36 D
4.37 The five steps of deliberate practice that lead to excellence are:
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4.38 Task performance is defined as activities that transform raw materials into the
goods and services that are produced by the organization and activities that help
with the transformation process by replenishing the supply of raw materials,
distributing its finished products, or providing important planning, coordination,
supervising, or staff functions that enable the organization to function effectively
and efficiently. Contextual performance is defined as those behaviors that
contribute to the organization’s effectiveness by providing a good environment in
which task performance can occur.
Both task and contextual performance are important dimensions to take
into account in performance management systems. First, global competition is
raising the effort levels required of employees. Second, many organizations are
organizing based on teams. Although some teams may not be permanent and are
formed to complete specific tasks only, the reality of today’s world of work is that
teams are here to stay. Third, contextual performance behaviors can make a
profound impact on customer satisfaction. Finally, when supervisors evaluate
performance, it is difficult for them to ignore the contextual performance
dimension, although it may not be part of the formal evaluation process. In short,
performance includes both a task and a contextual dimension.
4.39 (Answers will vary but should be aligned with the definitions of each type of
performance measure.)
The trait approach emphasizes the individual performer and ignores the
specific situation, behaviors, and results. It is best used when the organization is
undergoing a drastic restructuring, so that the organization can best allocate its
human resources across the new organizational units.
The behavior approach emphasizes what employees do on the job and
does not consider employees’ traits or the outcomes resulting from their
behaviors. This is basically a process-oriented approach that emphasizes how an
employee does the job.
The results approach emphasizes the outcomes and results produced by the
employees. It does not consider the traits that employees may possess or how
employees do the job and focuses on what is produced (e.g., sales, number of
accounts acquired, time spent with clients on the telephone, number of errors,
etc.). A results approach to measuring performance usually takes less time
because defining and measuring results usually takes less time than defining and
measuring behaviors needed to achieve these results. In fact, measuring both
behavior and results is the approach adopted by many organizations.
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4.40 The three determinants of performance that allow some people to perform at
higher levels than others are:
A. Declarative knowledge
B. Procedural knowledge
C. Motivation
4.42 If any of the determinants of performance are lacking, overall performance will be
lacking.
4.44 Task performance includes activities that transform raw materials into goods and
services that are produced by an organization.
4.45 Task performance includes activities that help with the transformation process by
replenishing the supply of raw materials, distributing finished products, or
providing important planning, coordination, or supervision.
4.47 Task performance and contextual performance differ in the following ways:
A. Task performance varies across jobs, whereas contextual performance is
similar across jobs.
B. Task performance is likely to be role prescribed, whereas contextual
performance is not.
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4.49 A system that emphasizes only the measurement of traits will face the following
challenges:
A. Traits are not under the control of individuals, and even if they try, they may
not be able to change them.
B. Employees may see the system as unfair (because of the above statement).
C. The fact that an employee possesses a certain trait does not mean that the trait
will translate into the desired behaviors and results.
4.52 The behavior approach is most appropriate under the following conditions:
A. The link between behaviors and results is not obvious.
B. Outcomes occur in the distant future.
C. Poor results are due to causes beyond the performer’s control.
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Test Bank for Performance Management, 3rd Edition: Herman Aguinis
Answers will vary, but they should encompass three or all of the following
circumstances.
A. Workers are skilled in the needed behaviors.
B. Behaviors and results are obviously related.
C. Results show consistent improvement over time.
D. There are many ways to do the job right.
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