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Human Resource Management, 13e (Mondy)
Chapter 8 Performance Management and Appraisal
8.1 Multiple-Choice Questions
1) Which term refers to the level of commitment that workers make to an employer?
A) organizational fit
B) job recognition
C) employee engagement
D) employee sensitivity
Answer: C
Explanation: C) Employee engagement refers to the 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. Engaged
workers want to continue working for their employer; they are willing to exert extra energy at
work.
Diff: 2
Chapter: 8
Skill: Concept
LO: 1
2) Employee engagement is an important issue for HR because it ________.

A) alters perceptions
B) increases selection ratios
C) slows the recruiting process
D) affects organizational performance
Answer: D
Explanation: D) Engaged workers want to continue working for their employer; they are willing
to exert extra energy at work, which improves organizational performance. A Gallup study found
that those organizations in the top quartile on engagement had 18 percent higher productivity, 16
percent higher profitability and 49 percent fewer safety incidents compared with those in the
bottom quartile on engagement. There is a clear link between engagement and profitability.
Diff: 2
Chapter: 8
Skill: Concept
LO: 1
1
Copyright © 2014 Pearson Education, Inc.
3) Which of the following is LEAST likely to improve employee engagement?
A) treating workers with trust and respect
B) encouraging workers to be innovative
C) identifying workers for job enlargement
D) assigning workers to jobs that utilize their skills
Answer: C
Explanation: C) Supervisors can positively affect engagement by such actions as assigning
workers to jobs that utilize their skills and abilities, encouraging them to innovate, and treating
them with trust and respect. Job enlargement involves increasing the number of tasks a worker
performs, which is less likely to engage them.
Diff: 3
Chapter: 8
Skill: Concept
LO: 1
4) Which term refers to a goal-oriented process directed toward ensuring that organizational
processes are in place to maximize productivity of employees, teams, and the organization?
A) performance appraisal
B) strategic HR planning
C) performance management
D) development analysis
Answer: C
Explanation: C) Performance management (PM) is a goal-oriented process directed toward
ensuring that organizational processes are in place to maximize the productivity of employees,
teams, and ultimately, the organization. It is a major player in accomplishing organizational
strategy in that it involves measuring and improving the value of the workforce.
Diff: 1
Chapter: 8
Skill: Concept
LO: 1
5) With performance management, a close relationship exists between performance and

________.
A) finances
B) competition
C) HR selection
D) incentive goals
Answer: D
Explanation: D) PM includes incentive goals and the corresponding incentive values so that the
relationship can be clearly understood and communicated. There is a close relationship between
incentives and performance.
Diff: 2
Chapter: 8
Skill: Concept
LO: 1
2
6) With performance management, the effort of every worker should be directed toward
________.
A) improving compensation awareness
B) analyzing corporate understanding
C) enhancing overall organizational fit
D) achieving strategic goals
Answer: D
Explanation: D) Every person in the organization is a part of the PM system. Each part of the
system, such as training, appraisal, and rewards, is integrated and linked for the purpose of
continuous organizational effectiveness. With PM, the effort of each and every worker should be
directed toward achieving strategic goals.
Diff: 3
Chapter: 8
Skill: Concept
LO: 1
7) A formal system of review and evaluation of an individual or team task performance is

referred to as ________.
A) performance appraisal
B) strategic planning
C) performance management
D) succession planning
Answer: A
Explanation: A) Performance appraisal (PA) is a formal system of review and evaluation of
individual or team task performance. PA is especially critical to the success of performance
management, which is a goal-oriented process directed toward ensuring that organizational
processes are in place to maximize the productivity of employees, teams, and the organization.
Diff: 1
Chapter: 8
Skill: Concept
LO: 2
8) Performance appraisals are used for all of the following purposes EXCEPT ________.
A) identifying training needs
B) defending personnel decisions
C) implementing selection tests
D) providing employee feedback
Answer: C
Explanation: C) Performance appraisals are used to provide feedback, encourage performance
improvement, make valid decisions, justify terminations, identify training and development
needs, and defend personnel decisions. PAs could be used to validate selection tests but not
necessarily for implementing them.
Diff: 2
Chapter: 8
Skill: Concept
LO: 2
3
9) How are performance appraisals used for recruitment and selection?
A) developing a promotional strategy
B) predicting applicant job performance
C) initiating applicant salary negotiations
D) determining training and development needs
Answer: B
Explanation: B) Performance evaluation ratings may be helpful in predicting the performance of
job applicants. For example, it may be determined that a firm's successful employees (identified
through performance evaluations) exhibit certain behaviors when performing key tasks. These
data may then provide benchmarks for evaluating applicant responses obtained through
behavioral interviews. PAs are helpful for assessing training needs of current employees rather
than of applicants.
Diff: 3
Chapter: 8
Skill: Concept
LO: 2
10) Sam is employed as an account associate at a publishing firm. Which of the following would
most likely help Sam with career planning and development?
A) applicant tracking systems
B) compensation programs
C) performance appraisals
D) work sample tests
Answer: C
Explanation: C) 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.
Diff: 2
Chapter: 8
Skill: Application
LO: 2
11) Which of the following is a problem associated with performance appraisals?

A) Technical skills are not sufficiently assessed.
B) Performance does not indicate training needs.
C) Line managers are unfamiliar with subordinates.
D) Past performance does not necessarily indicate future potential.
Answer: D
Explanation: D) Although past behaviors may be a good predictor of future behaviors in some
jobs, an employee's past performance may not accurately indicate future performance in other
jobs. Most PAs stress technical skills and ignore other equally important skills. PAs are useful
indicators of training needs.
Diff: 3
Chapter: 8
Skill: Concept
LO: 2
4
12) In which case did the federal district court judge state, "There is sufficient circumstantial
evidence to indicate that age bias and age based policies appear throughout the performance
rating process to the detriment of the protected age group"?
A) Massachusetts v Hunt
B) Leonel v American Airlines
C) Mistretta v Sandia Corporation
D) Griggs v Duke Power Company
Answer: C
Explanation: C) Legislation requires that appraisal systems be nondiscriminatory. In the case of
Mistretta v Sandia Corporation, a federal district court judge ruled against the company,
stating,"There is sufficient circumstantial evidence to indicate that age bias and age based
policies appear throughout the performance rating process to the detriment of the protected age
group."
Diff: 2
Chapter: 8
Skill: Concept
LO: 3
13) Which Supreme Court case supported validation requirements for performance appraisals?
A) Massachusetts v Hunt
B) Albemarle Paper v Moody
C) California Regents v Bakke
D) Griggs v Duke Power Company
Answer: B
Explanation: B) The Albemarle Paper v Moody case supported validation requirements for
performance appraisals, as well as for selection tests. Organizations should avoid using any
appraisal method that results in a disproportionately negative impact on a protected group.
Diff: 2
Chapter: 8
Skill: Concept
LO: 3
14) What have unions traditionally stressed as the basis for promotions and pay increases?
A) productivity
B) performance
C) teamwork
D) seniority
Answer: D
Explanation: D) The labor union is another external factor that might affect a firm's appraisal
process. Unions have traditionally stressed seniority as the basis for promotions and pay
increases.
Diff: 2
Chapter: 8
Skill: Concept
LO: 3
5
15) Which external factor would most likely be opposed to performance appraisal systems?
A) state and federal governments
B) professional organizations
C) trade associations
D) labor unions
Answer: D
Explanation: D) The labor union is another external factor that might affect a firm's appraisal
process. Unions have traditionally stressed seniority as the basis for promotions and pay
increases. They may vigorously oppose the use of a management-designed performance
appraisal system used for these purposes.
Diff: 2
Chapter: 8
Skill: Application
LO: 3
16) Which of the following outcomes makes the strongest case for maintaining a traditional
performance appraisal system?
A) engaging employees
B) empowering employees
C) documenting poor performance
D) promoting teamwork
Answer: C
Explanation: C) Today, firms stress employee empowerment and engagement. They also want
employees to work in teams to accomplish their duties. Teams, not managers, are often making
the decisions, which runs counter to the traditional appraisal system. There are those who believe
that a firm cannot have an empowered and engaged workforce and still use a traditional
performance appraisal system. However, the legal department frequently encourages
management to use the appraisal system to document poor performance.
Diff: 2
Chapter: 8
Skill: Concept
LO: 3
AACSB: Use of IT
6
17) What is the first step of the performance appraisal process?
A) establishing employee job expectations
B) identifying specific performance goals
C) conducting a thorough job analysis
D) evaluating work performance
Answer: B
Explanation: B) The starting point for the PA process 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.
Later in the process an employee's performance is evaluated.
Diff: 2
Chapter: 8
Skill: Concept
LO: 3
18) What is the most common cause for the failure of performance appraisal systems?
A) unclear goals and expectations
B) irrelevant development plans
C) time consuming for managers
D) high implementation costs
Answer: A
Explanation: A) The starting point for the PA process 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. Too
many PA systems fail because management expects too much from one method and does not
determine specifically what it wants the system to accomplish.
Diff: 3
Chapter: 8
Skill: Concept
LO: 3
19) What is the final step in the appraisal process?

A) reviewing the appraisal with the employee
B) examining the work performance of the employee
C) appraising the work performance of the employee
D) communicating performance criteria to the employee
Answer: A
Explanation: A) The starting point for the PA process is identifying specific performance goals.
Then the manager communicates performance criteria to the employee before examining and
appraising job performance. At the end of the appraisal period, the appraiser and the employee
together review work performance and evaluate it against established performance standards.
Diff: 3
Chapter: 8
Skill: Concept
LO: 3
7
20) Which of the following is a common appraisal criteria?
A) traits
B) behaviors
C) competencies
D) all of the above
Answer: D
Explanation: D) Management must carefully select performance criteria as it pertains to
achieving corporate goals. The most common appraisal criteria are traits, behaviors, and
competencies.
Diff: 2
Chapter: 8
Skill: Concept
LO: 4
21) Appearance and cognitive aptitude are examples of which appraisal criteria?
A) goal achievement
B) competencies
C) behaviors
D) traits
Answer: D
Explanation: D) The most common appraisal criteria are traits, behaviors, and competencies.
Certain employee traits such as attitude, appearance, and initiative are the basis for some
evaluations. However, many of these commonly used qualities are subjective and may be either
unrelated to job performance or difficult to define.
Diff: 1
Chapter: 8
Skill: Concept
LO: 4
22) Which case ruled that general characteristics such as leadership, appearance, and personal
conduct are subjective and may be unrelated to job performance?
A) Campbell v Miller Construction
B) Smith v Ardron Construction
C) Anderson v West Coast Energy
D) Wade v Mississippi Cooperative Extension Service
Answer: D
Explanation: D) Certain employee traits such as attitude, appearance, and initiative are the basis
for some evaluations. However, many of these commonly used qualities are subjective and may
be either unrelated to job performance or difficult to define. In such cases, inaccurate evaluations
may occur and create legal problems for the organization as well, which was the case in Wade v
Mississippi Cooperative Extension Service.
Diff: 2
Chapter: 8
Skill: Concept
LO: 4
8
23) As a manager, which of the following traits would be LEAST appropriate to consider when
conducting a subordinate's performance appraisal?
A) public acceptance
B) adaptability
C) judgment
D) attitude
Answer: A
Explanation: A) Traits such as adaptability, judgment, appearance, and attitude may be used
when shown to be job-related. Public acceptance, grooming, and loyalty are less likely to be
appropriate for PA purposes.
Diff: 2
Chapter: 8
Skill: Application
LO: 4
24) Gina and her team members at Marshall Marketing recently received their annual
performance appraisals. Each team member was evaluated for developing others, cooperation,
and customer service orientation. Which of the following best describes these criteria?
A) traits
B) behaviors
C) goal achievement
D) improvement potential
Answer: B
Explanation: B) When an individual's task outcome is difficult to determine, organizations may
evaluate the person's task-related behaviors. For individuals working in teams, developing
others, teamwork and cooperation, or customer service orientation might be appropriate
behaviors to evaluate.
Diff: 2
Chapter: 8
Skill: Application
LO: 4
25) What performance criteria include a broad range of knowledge, skills, traits, and behaviors
that are needed to perform a job successfully?
A) credibilities
B) competencies
C) accomplishments
D) future possibilities
Answer: B
Explanation: B) Competencies include a broad range of knowledge, skills, traits, and behaviors
that may be technical in nature, relate to interpersonal skills, or be business-oriented. The
competencies selected for evaluation purposes should be those that are closely associated with
job success.
Diff: 1
Chapter: 8
Skill: Concept
LO: 4
9
26) Competencies chosen for performance appraisal purposes should be closely related to
________.
A) job success
B) job seniority
C) pay grade
D) skill level
Answer: A
Explanation: A) Competencies include a broad range of knowledge, skills, traits, and behaviors
that may be technical in nature, relate to interpersonal skills, or be business-oriented. The
competencies selected for evaluation purposes should be those that are closely associated with
job success.
Diff: 2
Chapter: 8
Skill: Concept
LO: 4
27) When developing a performance appraisal system for telecommuters, managers should do all
of the following EXCEPT ________.
A) make sure that telecommuters are not treated differently from office-based workers
B) apply objective measures common to all employees when evaluating telecommuters
C) create different performance standards for common job duties performed by office-based
workers and telecommuters
D) create a well-defined understanding of job roles and performance measures
Answer: C
Explanation: C) When conducting performance appraisals for telecommuters, managers must
ensure that employees who are not in the office are not treated differently from in-office workers.
Certainly, there should be a well-defined understanding of job roles and performance measures.
Objective measurements that apply to in-office works should also apply to telecommuters.
Employers must take care not to vary the performance standards and metrics for virtual workers
who have job duties that are similar to those of office-based counterparts.
Diff: 3
Chapter: 8
Skill: Concept
LO: 5
10
28) Monica, a sales consultant, will receive a performance appraisal soon. Monica's supervisor
will be assessing Monica's ability to deliver products to clients according to schedule and her
ability to meet customer quality requirements. Which performance standard is most likely
important to Monica's employer?
A) improvement potential
B) strategic contribution
C) goal achievement
D) employee traits
Answer: C
Explanation: C) If organizations consider ends more important than means, goal achievement
outcomes become an appropriate factor to evaluate. At lower organizational levels, the outcomes
might be meeting the customer's quality requirements and delivering according to the promised
schedule. It is unclear from the information provided whether improvement potential, strategic
contribution, and traits are important to Monica's employer.
Diff: 3
Chapter: 8
Skill: Application
LO: 4
29) If a firm wants to emphasize the future, including the behaviors and outcomes needed to
develop the employee, and, in the process, achieve the firm's goals, what performance criteria
should be used?
A) improvement potential
B) competencies
C) goal achievement
D) traits
Answer: A
Explanation: A) A firm that wants to focus on the future instead of the past needs improvement
potential standards. Firms can emphasize the future, including the behaviors and outcomes
needed to develop the employee, and, in the process, achieve the firm's goals. This involves an
assessment of the employee's potential. Including potential in the evaluation process helps to
ensure more effective career planning and development.
Diff: 2
Chapter: 8
Skill: Concept
LO: 4
11
30) Which of the following is primarily responsible for coordinating the design and
implementation of performance appraisal programs?
A) high-level executives
B) shared service center managers
C) labor union representatives
D) human resource departments
Answer: D
Explanation: D) Often the human resource department 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. These individuals usually conduct the
appraisals, and they must directly participate in the program if it is to succeed.
Diff: 1
Chapter: 8
Skill: Concept
LO: 5
31) Which of the following has traditionally been responsible for evaluating employee
performance?
A) team members
B) subordinates
C) immediate supervisors
D) top corporate customers
Answer: C
Explanation: C) An employee's immediate supervisor has traditionally been the most logical
choice for evaluating performance and this continues to be the case. The supervisor is usually in
an excellent position to observe the employee's job performance and the supervisor has the
responsibility for managing a particular unit. Team members, subordinates, and customers
perform appraisals less frequently.
Diff: 2
Chapter: 8
Skill: Concept
LO: 5
12
32) All of the following are reasons that immediate supervisors conduct most performance
appraisals EXCEPT that supervisors ________.
A) regularly observe their employees' job performance
B) coordinate employees' flexible spending benefits
C) manage all aspects of work within a particular unit
D) need subordinates who are appropriately trained
Answer: B
Explanation: B) An employee's immediate supervisor has traditionally been the most logical
choice for evaluating performance and this continues to be the case. The supervisor is usually in
an excellent position to observe the employee's job performance, and the supervisor has the
responsibility for managing a particular unit. Also, subordinate training and development is an
important element in every manager's job. Supervisors do not manage employee benefits.
Diff: 3
Chapter: 8
Skill: Concept
LO: 5
33) Which of the following is the most likely problem of supervisors evaluating subordinates?
A) focusing too much on a single performance standard
B) coordinating employee training needs and programs
C) being responsible for only one department within the firm
D) lacking opportunities to observe the employee's job performance
Answer: A
Explanation: A) On the negative side, the immediate supervisor may emphasize certain aspects
of employee performance and neglect others. However, the fact that supervisors handle training,
manage single departments, and observe employee performance make them the appropriate
people to conduct performance appraisals.
Diff: 3
Chapter: 8
Skill: Concept
LO: 5
13
34) Adam, an IT specialist, is more technically knowledgeable than his boss. What would be the
most appropriate way to overcome this disadvantage for Adam's performance appraisal?
A) obtaining performance input from Adam's customers
B) providing Adam's supervisor with additional training
C) allowing Adam to assess the supervisor's performance
D) integrating appraisal criteria suggested by Adam
Answer: D
Explanation: D) When the appraised employee is more technically knowledgeable than the boss,
performance appraisal becomes a problem. One suggestion for overcoming this disadvantage is
to bring subordinates into the process more closely. Adam could suggest ways to fairly evaluate
his own performance, and then Adam's boss could use the suggestions as part of the appraisal
criteria.
Diff: 3
Chapter: 8
Skill: Concept
LO: 5
35) What is the benefit of having subordinates evaluate supervisors?

A) increasing the opportunity to expand a department
B) decreasing the reliance on traditional performance appraisals
C) increasing a supervisor's awareness of the work group's needs
D) decreasing a supervisor's authority over subordinates in a work group
Answer: C
Explanation: C) Firms reason that subordinates are in an excellent position to view their
superiors' managerial effectiveness. Advocates believe that this approach leads supervisors to
become especially conscious of the work group's needs and to do a better job of managing.
Diff: 3
Chapter: 8
Skill: Concept
LO: 5
36) What is essential when subordinates are given the opportunity to evaluate their supervisor?
A) training subordinates how to evaluate performance
B) teaching evaluators how to measure performance
C) guaranteeing anonymity of the evaluators
D) benchmarking all evaluations
Answer: C
Explanation: C) Critics of subordinates reviewing supervisors are concerned that the manager
(and instructors) will be caught up in a popularity contest or that employees will be fearful of
reprisal. If this approach has a chance for success, one thing is clear: the evaluators must be
guaranteed anonymity. Ensuring this might be particularly difficult in a small department and
especially if demographic data on the appraisal form could identify raters.
Diff: 3
Chapter: 8
Skill: Concept
LO: 5
14
37) Which of the following is NOT an advantage associated with using team members to
appraise performance?
A) Team members are familiar with each other's performance.
B) Team members are receptive to criticism from co-workers.
C) Peer review relies on more than one opinion.
D) Peer pressure motivates members of a team.
Answer: B
Explanation: B) A major strength of using peers to appraise performance is that they work
closely with the evaluated employee and probably have an undistorted perspective on typical
performance, especially in team assignments. In addition, peer pressure is a powerful motivator
for team members, and peer review involves numerous opinions and is not dependent on one
individual. Problems with peer evaluations include the reluctance of some people who work
closely together, especially on teams, to criticize each other.
Diff: 3
Chapter: 8
Skill: Concept
LO: 5
38) What appraisal method appeals to managers who want employees to participate in their own
evaluation and development?
A) superior
B) peer appraisal
C) subordinate
D) self-appraisal
Answer: D
Explanation: D) As a complement to other approaches, self-appraisal has great appeal to
managers who are primarily concerned with employee participation and development. If
employees understand their objectives and the criteria used for evaluation, they are in a good
position to appraise their own performance.
Diff: 2
Chapter: 8
Skill: Concept
LO: 5
15
39) A&B Enterprises may add customer appraisals as a component of employee performance
appraisals. All of the following are most likely reasons for A&B to use customer appraisals
EXCEPT ________.
A) fostering change
B) holding employees accountable
C) evaluating development programs
D) demonstrating customer commitment
Answer: C
Explanation: C) Customer behavior determines a firm's degree of success. Therefore, some
organizations believe it is important to obtain performance input from this critical source.
Organizations use this approach because it demonstrates a commitment to the customer, holds
employees accountable, and fosters change. Customer appraisals are less likely to be used to
evaluate training and development programs.
Diff: 3
Chapter: 8
Skill: Application
LO: 5
40) Managing employee performance should be a ________ process if it is to be the most

effective.
A) formal
B) continuous
C) structured
D) bi-annual
Answer: B
Explanation: B) Although there is nothing magical about the period for formal appraisal
reviews, in most organizations they occur either annually or semiannually. Even more
significant, however, is the continuous interaction (primarily informal), including coaching and
other developmental activities, that continues throughout the appraisal period. Managers should
be conditioned to understand that managing performance is a continuous process that is built into
their job every day.
Diff: 2
Chapter: 8
Skill: Concept
LO: 5
16
41) The ________ of appraisal compares each employee's performance to a predetermined
standard or expected level of output.
A) critical incident method
B) work standards method
C) forced distribution method
D) behaviorally anchored rating scale method
Answer: B
Explanation: B) The work standards method of performance appraisal compares each
employee's performance to a predetermined standard or expected level of output.
Diff: 1
Chapter: 8
Skill: Application
LO: 6
42) The ________ of appraisal requires managers to keep written records of highly favorable and
unfavorable work actions.
A) rating scales method
C) forced distribution method
D) critical incident method
Answer: D
Explanation: D) The critical incident method of performance appraisal requires keeping written
records of highly favorable and unfavorable employee work actions.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
43) A popular appraisal method that involves input from multiple levels within the firm and
external sources is best known as ________.
A) 360-degree feedback evaluation
B) rating scale
C) critical incident
D) paired comparison
Answer: A
Explanation: A) The 360-degree feedback evaluation method is a popular performance appraisal
method that involves evaluation input from multiple levels within the firm as well as external
sources. The 360-degree method is unlike traditional performance reviews, which provide
employees with feedback only from supervisors. Rating scale, critical incident, and paired
comparison are other types of appraisal methods.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
17
44) Kyra works as a marketing assistant and will be receiving a performance appraisal soon.
Kyra will receive ratings from her supervisors, team members, subordinates, and customers.
Kyra will also be asked to review her own performance. Which performance appraisal method is
most likely used at Kyra's firm?
A) rating scales method
C) critical incident method
D) 360-degree feedback evaluation method
Answer: D
Explanation: D) The 360-degree feedback evaluation method is a popular performance appraisal
sources. In this method, people all around the rated employee may provide ratings, including
senior managers, the employee himself or herself, supervisors, subordinates, peers, team
members, and internal or external customers.
Diff: 2
Chapter: 8
Skill: Application
LO: 6
45) Dixon Manufacturing is a large firm that produces automotive parts for sports cars.
Employees at Dixon receive annual performance appraisals from their supervisors. However, top
executives at Dixon have decided that performance appraisals should be conducted more
frequently and that a new method of appraisal should be implemented. Which of the following, if
true, best supports the argument that the 360-degree feedback evaluation method is the most
appropriate performance appraisal tool for Dixon to use?
A) Numerous Dixon employees have complained that the current appraisal method is biased and
have threatened to sue the firm.
B) Executives at Dixon want a performance appraisal method that focuses on an employee's
potential for success at the firm.
C) Employees at Dixon participated in developing their own performance standards when they
were first hired by the firm.
D) Due to the firm's large staff, executives want an appraisal method that is both quick and cost
effective.
Answer: A
Explanation: A) 360-degree feedback shifts the responsibility for evaluation to more than one
person, which provides a more objective measure of a person's performance. Including the
perspective of multiple sources results in a broader view of the employee's performance,
minimizes biases, and makes the process more legally defensible. However, 360-degree feedback
is time consuming and can be costly.
Diff: 3
Chapter: 8
Skill: Critical Thinking
LO: 6
AACSB: Reflective Thinking
18
true, best supports the argument that the BARS method is the most appropriate performance
appraisal tool for Dixon to use?
A) Dixon recently invested in an applicant tracking system to help HR manage recruiting and
selection tasks.
B) Dixon supervisors want to provide subordinates with upward feedback to illustrate employee
ratings.
C) Dixon has provided HR with a small budget for implementing a new performance appraisal
system.
D) Dixon supervisors want specific examples of good and poor behavior in order to facilitate
rating discussions.
Answer: D
Explanation: D) The BARS method provides examples of an employee's behavior that
correspond to a rating scale. This approach facilitates discussion of ratings because it addresses
specific behaviors. Upward feedback is given by subordinates about supervisors. BARS is not a
cost effective method because each job category requires its own BARS.
Diff: 3
Chapter: 8
LO: 6
true, best supports the argument that the forced distribution method is the most appropriate
performance appraisal tool for Dixon to use?
A) Organizational fit is a problem among newly hired Dixon employees.
B) Many managers at Dixon are hesitant to fire poor performing employees.
C) Dixon organizes most departments into project-based teams of employees.
D) Multiple appraisals are needed at Dixon to minimize employee discrimination.
Answer: B
Explanation: B) Proponents of forced distribution believe they guard against weak managers
who are too timid to get rid of poor performers. They think that forced rankings require
managers to be honest with workers about how they are doing. Multiple appraisals are
characteristic of the 360-degree feedback method.
Diff: 3
Chapter: 8
LO: 6
19
true, best supports the argument that the ranking method is the most appropriate performance
appraisal tool for Dixon to use?
A) Employees at Dixon are provided training opportunities based on performance appraisal
results.
B) Dixon executives want the firm to become a high performing work system within five years.
C) Dixon will be reducing its workforce and eliminating the lowest performing employees.
D) Supervisors at Dixon work with HR to hire, fire, and train all employees.
Answer: C
Explanation: C) The ranking method is a performance appraisal method in which the rater ranks
all employees from a group in order of overall performance from highest to lowest. This method
would provide HR with the needed data to know which workers are the lowest performing.
Diff: 3
Chapter: 8
LO: 6
49) What is the biggest risk associated with the 360-degree feedback evaluation method?
A) poor individual development
B) minimal effectiveness
C) questionable legality
D) lack of confidentiality
Answer: D
Explanation: D) The biggest risk with 360-degree feedback is confidentiality. Many firms
outsource the process to make participants feel comfortable that the information they share and
receive is completely anonymous, but the information is very sensitive and, in the wrong hands,
could impact careers. An advantage of the method is that it is legally defensible.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
20
50) For Raj's annual performance appraisal, he will be evaluated by his supervisor according to
defined factors such as "meets expectations," "outstanding," and "needs improvement." Which
performance appraisal method is most likely used by Raj's employer?
A) essay
B) rating scales
C) 360-degree
D) critical incident
Answer: B
Explanation: B) The rating scales method is a performance appraisal method that rates
employees according to defined adjectives such as outstanding, meets expectations, or needs
improvement. With 360-degree feedback, Raj would be evaluated by more individuals than his
supervisor. The essay and critical incident methods include narratives rather than scales.
Diff: 2
Chapter: 8
Skill: Application
LO: 6
51) What are the two most common factor categories used in the rating scales method?
A) job-related and personal characteristics
B) training and development opportunities
C) work output and managerial qualities
D) interpersonal and flexibility skills
Answer: A
Explanation: A) The factors chosen for evaluation are typically of two types: job-related and
personal characteristics. Job-related factors may include quality and quantity of work whereas
personal factors may include such behaviors as interpersonal skills and traits, like adaptability.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
21
52) Departmental managers at Global Industries are required to maintain written records of
highly favorable and unfavorable employee actions. Which performance appraisal method is
most likely used by Global Industries?
A) ranking
B) rating scales
C) critical incidents
Answer: C
Explanation: C) The critical incident method is a performance appraisal method that requires
keeping written records of highly favorable and unfavorable employee work actions. The rating
scales method is a performance appraisal method that rates employees according to defined
factors. The ranking method, which includes the paired comparison method, is a performance
appraisal method in which the rater ranks all employees from a group in order of overall
performance.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
53) Which appraisal method is most likely to cover the entire evaluation period and not focus on
the last few weeks or months?
A) essay
B) rating scale
Answer: C
Explanation: C) The critical incident method is a performance appraisal method that requires
keeping written records of highly favorable and unfavorable employee work actions. At the end
of the appraisal period, the rater uses these records along with other data to evaluate employee
performance. With this method, the appraisal is more likely to cover the entire evaluation period
and not focus on the past few weeks or months.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
22
54) When Erin, a manager, provides performance appraisals to her subordinates, she writes a
brief narrative describing each employee's performance. Which type of appraisal method is Erin
most likely using?
A) work standards method
B) essay method
C) BARS method
D) ranking method
Answer: B
Explanation: B) The essay method is a performance appraisal method in which the rater writes a
brief narrative describing the employee's performance.
Diff: 2
Chapter: 8
Skill: Application
LO: 6
55) Marco, who works on an assembly line at GM, received his annual performance appraisal,
which compared his job performance to an expected level of output. Which method is most
likely used by GM?
A) BARS
B) ranking
D) work standards
Answer: D
Explanation: D) The work standards method is a performance appraisal method that compares
each employee's performance to a predetermined standard or expected level of output. Standards
reflect the normal output of an average worker operating at a normal pace. Firms may apply
work standards to virtually all types of jobs, but production jobs generally receive the most
attention.
Diff: 2
Chapter: 8
Skill: Application
LO: 6
23
56) A worker in which of the following jobs would most likely be evaluated with the work
standards performance appraisal method?
A) sales assistant
B) assembly line worker
C) mechanical engineer
D) personal finance specialist
Answer: B
Explanation: B) The work standards method is a performance appraisal method that compares
each employee's performance to a predetermined standard or expected level of output. Standards
reflect the normal output of an average worker operating at a normal pace. Firms may apply
work standards to virtually all types of jobs, but production jobs generally receive the most
attention.
Diff: 2
Chapter: 8
Skill: Application
LO: 6
57) What is the primary advantage of using the work standards method?
A) anonymity
B) objectivity
C) flexibility
D) acceptability
Answer: B
Explanation: B) An obvious advantage of using standards as appraisal criteria is objectivity.
However, in order for employees to perceive that the standards are objective, they should
understand clearly how the standards were set. The work standards method is not anonymous or
flexible.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
58) When it is time for Margaret to provide performance appraisals, she organizes her
subordinates in a list from best employee to worst employee. Which method does Margaret most
likely use?
A) critical incident
B) 360-degree
C) ranking
D) work standards
Answer: C
Explanation: C) The ranking method is a performance appraisal method in which the rater ranks
all employees from a group in order of overall performance. For example, the best employee in
the group is ranked highest, and the poorest is ranked lowest.
Diff: 2
Chapter: 8
Skill: Application
LO: 6
24
59) In which performance appraisal method is the performance of each employee compared with
every other employee in the group?
A) essay
B) rating scales
C) paired comparison
D) weighted checklists
Answer: C
Explanation: C) Paired comparison is a variation of the ranking method in which the
performance of each employee is compared with that of every other employee in the group. A
single criterion, such as overall performance, is often the basis for this comparison. The
employee who receives the greatest number of favorable comparisons receives the highest
ranking.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
60) Paired comparison is a performance appraisal method that typically uses ________.
A) one criterion
B) critical incidents
C) job analysis factors
D) aspects such as attitude and appearance
Answer: A
Explanation: A) Paired comparison is a variation of the ranking method in which the
performance of each employee is compared with that of every other employee in the group. A
single criterion, such as overall performance, is often the basis for this comparison. The
employee who receives the greatest number of favorable comparisons receives the highest
ranking.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
25
61) In which performance appraisal method are individuals assigned to a limited number of
categories similar to a normal frequency distribution?
A) essay
B) rating scales
C) weighted checklist
D) forced distribution
Answer: D
Explanation: D) The forced distribution method of performance appraisal requires the rater to
assign individuals in a work group to a limited number of categories, similar to a normal
frequency distribution. The purpose of forced distribution is to keep managers from being
excessively lenient and having a disproportionate number of employees in the "superior"
category.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
62) The purpose of the ________ of performance appraisal is to keep managers from being
excessively lenient and having a disproportionate number of employees in the superior category.
A) BARS method
B) rating scale method
C) results-based method
D) forced distribution method
Answer: D
Explanation: D) The purpose of the forced distribution method of performance appraisal is to
keep managers from being excessively lenient and having a disproportionate number of
employees in the "superior" category.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
63) How many levels are typical of most forced distribution systems?
A) 2
B) 3
C) 4
D) 5
Answer: B
Explanation: B) The forced distribution method of performance appraisal requires the rater to
frequency distribution. Forced distribution systems tend to be based on three levels.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
26
64) What performance appraisal system has been described as fostering cutthroat competition,
paranoia, and general ill will among employees?
A) 360-feedback
B) rating scales
C) forced distribution
D) BARS
Answer: C
Explanation: C) Some managers believe that the forced distribution method of appraisal fosters
cutthroat competition, paranoia, and general ill will, and destroys employee loyalty.
Diff: 2
Chapter: 8
Skill: Application
LO: 6
65) Which performance appraisal system is known as the rank-and-yank system?

A) forced distribution
B) rating scales
C) forced choice
D) BARS
Answer: A
Explanation: A) The forced distribution method of performance appraisal requires the rater to
frequency distribution. Rank-and-yank is used to describe the forced distribution method because
firms sometimes use the rankings as a basis for firing low-performing employees.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
66) Which two methods are combined in the BARS method?

A) essay and forced distribution
B) critical incident and rating scales
C) work standards and critical incident
D) forced distribution and 360-feedback
Answer: B
Explanation: B) The behaviorally anchored rating scale (BARS) method is a performance
appraisal method that combines elements of the traditional rating scales and critical incident
methods; various performance levels are shown along a scale with each described in terms of an
employee's specific job behavior.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
27
67) In which performance appraisal method, are various performance levels shown along a scale
with each described in terms of an employee's specific job behavior?
B) rating scales
C) forced choice
D) BARS
Answer: D
Explanation: D) The behaviorally anchored rating scale (BARS) method is a performance
appraisal method that combines elements of the traditional rating scales and critical incident
methods; various performance levels are shown along a scale with each described in terms of an
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
68) A primary deficiency of BARS is that the behaviors used are based on ________.
A) short-term results
B) co-worker opinions
C) personality traits
D) employee activities
Answer: D
Explanation: D) A specific deficiency of BARS is that the behaviors used are activity oriented
rather than results oriented. Yet, among the various appraisal techniques, the BARS method is
perhaps the most highly defensible in court because it is based on actual observable job
behaviors.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
69) Which performance appraisal is highly defensible in court because it is based on actual
observable job behaviors?
B) rating scales
C) forced choice
D) BARS
Answer: D
Explanation: D) Among the various appraisal techniques, the BARS method is perhaps the most
highly defensible in court because it is based on actual observable job behaviors.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
28
70) Ellen and her manager jointly agree on goals for Ellen's next appraisal period. Which
performance appraisal method is most likely used by Ellen's employer?
A) result-based system
B) critical incidents
C) work standards
D) BARS
Answer: A
Explanation: A) The manager and subordinate jointly agree on objectives for the next appraisal
period in a results-based system. At the end of the appraisal period, an evaluation focuses on how
well the employee achieved this objective.
Diff: 1
Chapter: 8
Skill: Application
LO: 6
71) Which performance appraisal system is closely related to the management by objectives
(MBO) system?
B) rating scales
C) results-based
D) BARS
Answer: C
Explanation: C) The manager and subordinate jointly agree on objectives for the next appraisal
period in a results-based system, in the past a form of management by objectives.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
72) Which performance appraisal method is most frequently criticized?

A) rating scales
B) results-based
C) 360-feedback
D) BARS
Answer: A
Explanation: A) Performance appraisal is constantly under a barrage of criticism. The rating
scales method seems to be the most vulnerable target.
Diff: 2
Chapter: 8
Skill: Application
LO: 7
29
73) Managers at A-1 Enterprises use the rating scales method to evaluate employee performance.
Ratings are based on factors such as attitude, loyalty, and personality. What is the most likely
problem with this type of performance appraisal system?
A) leniency
B) lack of objectivity
C) strictness
D) central tendency
Answer: B
Explanation: B) A potential weakness of traditional performance appraisal methods is that they
lack objectivity. In the rating scales method, for example, commonly used factors such as
attitude, appearance, and personality are difficult to measure. In addition, these factors may have
little to do with an employee's job performance.
Diff: 2
Chapter: 8
Skill: Application
LO: 7
74) When a manager generalizes one positive performance feature or incident to all aspects of
employee performance, the manager is most likely guilty of ________.
A) leniency
B) central tendency error
C) halo error
D) recent behavior bias
Answer: C
Explanation: C) A halo error occurs when a manager generalizes one positive performance
feature or incident to all aspects of employee performance, resulting in a higher rating. Giving
undeserved high ratings to an employee is referred to as leniency.
Diff: 1
Chapter: 8
Skill: Concept
LO: 7
75) The marketing manager at P&M Consulting is known for giving subordinates undeserved
high ratings. Which of the following best describes this problem?
A) leniency
C) halo error
Answer: A
Explanation: A) Giving undeserved high ratings to an employee is referred to as leniency. A
halo error occurs when a manager generalizes one positive performance feature or incident to all
aspects of employee performance, resulting in a higher rating.
Diff: 2
Chapter: 8
Skill: Application
LO: 7
30
76) The production supervisor at Elmwood Foods is known for being unduly critical of his
subordinates' work performance. Which of the following best describes this problem?
A) central tendency
B) stereotyping
C) halo error
D) strictness
Answer: D
Explanation: D) Being unduly critical of an employee's work performance is referred to as
strictness. A halo error occurs when a manager generalizes one positive performance feature or
incident to all aspects of employee performance, resulting in a higher rating.
Diff: 2
Chapter: 8
Skill: Application
LO: 7
77) When employees are incorrectly rated near the middle of the scale, this error is referred to as
________.
A) leniency
C) halo error
Answer: B
Explanation: B) Central tendency error is an evaluation appraisal error that occurs when
employees are incorrectly rated near the average or middle of a scale. This practice may be
encouraged by some rating scale systems that require the evaluator to justify in writing extremely
high or extremely low ratings.
Diff: 1
Chapter: 8
Skill: Concept
LO: 7
78) At Wilson Manufacturing, evaluators are required to justify in writing extremely high or
extremely low performance ratings that are given to employees. Which of the following is the
most likely outcome of this requirement?
A) leniency
C) halo error
Answer: B
Explanation: B) Central tendency error is an evaluation appraisal error that occurs when
employees are incorrectly rated near the average or middle of a scale. This practice may be
encouraged by some rating scale systems that require the evaluator to justify in writing extremely
high or extremely low ratings.
Diff: 2
Chapter: 8
Skill: Application
LO: 7
31
79) How can employers avoid recent behavior bias?
A) generalizing positive performance qualities
B) linking employee behaviors with promotions and salary
C) maintaining performance records throughout the appraisal period
D) working with employees to develop achievable performance goals
Answer: C
Explanation: C) An employee's behavior often improves and productivity tends to rise several
days or weeks before the scheduled evaluation. Maintaining records of performance throughout
the appraisal period helps avoid the problem of recent behavior bias.
Diff: 3
Chapter: 8
Skill: Application
LO: 7
80) What performance appraisal problem occurs when supervisors allow individual differences
such as gender, race, or age to affect the ratings they give?
A) central tendency error
B) halo error
C) recent behavior bias
D) personal bias
Answer: D
Explanation: D) The problem of personal bias 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.
Diff: 1
Chapter: 8
Skill: Concept
LO: 7
81) A supervisor wants to give a pay raise to a certain employee, and in order to justify this
action, the supervisor gives the employee a high performance evaluation. Which of the following
best describes this problem?
A) halo error
B) stereotyping
C) recent behavior bias
D) evaluation manipulation
Answer: D
Explanation: D) In some instances, managers control virtually every aspect of the appraisal
process and are therefore in a position to manipulate the system.
Diff: 2
Chapter: 8
Skill: Application
LO: 7
32
82) Being unduly critical of an employee's work during a performance appraisal is known as
________.
A) recent behavior bias
B) the horn error
C) encouragement
D) strictness
Answer: D
Explanation: D) Being unduly critical of an employee's work performance is referred to as
strictness. Although leniency is usually more prevalent than strictness, some managers, on their
own initiative, apply an evaluation more rigorously than the company standard. This behavior
may be due to a lack of understanding of various evaluation factors.
Diff: 2
Chapter: 8
Skill: Concept
LO: 7
83) The basic purpose of a performance appraisal system is to ________.

A) improve performance
B) support strategic planning
C) provide the basis for long-range goals
D) quantify employees' strengths and weaknesses
Answer: A
Explanation: A) The basic purpose of a performance appraisal system is to improve performance
of individuals, teams, and the entire organization. The system may also serve to assist in making
administrative decisions concerning pay increases, promotions, transfers, or terminations.
Diff: 2
Chapter: 8
Skill: Concept
LO: 8
84) In order to be effective, a performance appraisal system should be based on ________

criteria.
A) international
B) trait oriented
C) subjective
D) job-related
Answer: D
Explanation: D) Job-relatedness is perhaps the most basic criterion needed in employee
performance appraisals. Subjective factors, such as initiative, enthusiasm, loyalty, and
cooperation may be important; however, unless clearly shown to be job-related, they should not
be used.
Diff: 2
Chapter: 8
Skill: Concept
LO: 8
33
85) How should evaluation criteria for a performance appraisal system be determined?
A) job analysis
B) observation
C) strategic planning
D) job specification
Answer: A
Explanation: A) Job-relatedness is perhaps the most basic criterion needed in employee
performance appraisals. The Uniform Guidelines on Employee Selection Procedures and court
decisions are quite clear on this point. More specifically, evaluation criteria should be
determined through job analysis.
Diff: 2
Chapter: 8
Skill: Concept
LO: 8
86) In which of the following areas would it be MOST difficult to establish highly objective
work standards for the purpose of performance appraisals?
A) manufacturing
B) assembly
C) teaching
D) sales
Answer: C
Explanation: C) The establishment of highly objective work standards is relatively simple in
many areas, such as manufacturing, assembly, and sales. For numerous other types of jobs, such
as teaching, this task is more difficult.
Diff: 2
Chapter: 8
Skill: Concept
LO: 8
87) Formally documenting performance appraisal data is primarily necessary to ________.

A) file federal employment reports
B) protect employers from lawsuits
C) help employees schedule necessary training
D) allow employers time for the appeals process
Answer: B
Explanation: B) Formal documentation of appraisal data serves several purposes, including
protection against possible legal action. Records should also include a description of employee
responsibilities, expected performance results, and the role these data play in making appraisal
decisions.
Diff: 3
Chapter: 8
Skill: Concept
LO: 8
34
88) What should a supervisor do if an employee refuses to sign a performance appraisal form?
A) take disciplinary action against the employee
B) sign the form on the employee's behalf
C) document the employee's behavior
D) require the employee's signature
Answer: C
Explanation: C) Formal documentation of appraisal data serves several purposes, including
protection against possible legal action. Employees should sign their evaluations. If the employee
refuses to sign, the manager should document this behavior.
Diff: 3
Chapter: 8
Skill: Concept
LO: 8
89) Which of the following is NOT characteristic of effective performance appraisal systems?
A) standardized evaluation tools
B) annual employee feedback
C) formal grievance process
D) trained evaluators
Answer: B
Explanation: B) Standardized instruments, formal grievance procedures, and properly trained
evaluators are key elements of effective performance appraisal systems. Communication with
employees should be continuous; problems should not be allowed to pile up for six months or a
year before being addressed.
Diff: 3
Chapter: 8
Skill: Concept
LO: 8
90) Withholding appraisal data from employees hinders their ________.

A) long-term strategic planning
B) developmental efforts
C) evaluator training
D) profit sharing
Answer: B
Explanation: B) Since improved performance is a common goal of appraisal systems,
withholding appraisal results is absurd. Employees are severely handicapped in their
developmental efforts if denied access to this information. A performance review allows them to
detect any errors or omissions in the appraisal, or an employee may disagree with the evaluation
and want to challenge it.
Diff: 2
Chapter: 8
Skill: Concept
LO: 8
35
91) Employee lawsuits typically result from what type of evaluations?
A) practical
B) negative
C) confidential
D) unscheduled
Answer: B
Explanation: B) Employee lawsuits may result from negative evaluations. Employees often win
these cases, thanks in part to the employer's own performance appraisal procedures.
Diff: 1
Chapter: 8
Skill: Concept
LO: 9
92) Which of the following is NOT a condition normally required to be a legally defensible
performance appraisal system?
A) a system that prevents one manager from controlling a subordinate's career
B) the use of predetermined criteria that limit the manager's discretion
C) the absence of adverse impact on members of protected classes
D) a review of the appraisal by an EEOC representative
Answer: D
Explanation: D) The courts normally require these conditions for defensible PA systems: 1.
Either the absence of adverse impact on members of protected classes or validation of the
process; 2. a system that prevents one manager from directing or controlling a subordinate's
career; 3. the appraisal systems must use predetermined criteria that limit the manager's
discretion. EEOC representatives are not necessarily involved.
Diff: 3
Chapter: 8
Skill: Concept
LO: 9
93) An employee continually receives unsatisfactory ratings for safety practices and later causes
injury to a third party. What is the most likely result?
A) negligent hiring
B) negligent retention
C) negligent training
D) negligent supervision
Answer: B
Explanation: B) An employer may also be vulnerable to a negligent retention claim if an
employee who continually receives unsatisfactory ratings in safety practices, for example, is kept
on the payroll and he or she causes injury to a third party. In these instances, firms might reduce
their liability if they provide substandard performers with training designed to overcome the
deficiencies.
Diff: 1
Chapter: 8
Skill: Concept
LO: 9
36
94) According to the text, what is the Achilles' heel of the entire evaluation process?
A) observing employees
B) scheduling employee training
C) conducting the appraisal interview
D) maintaining objectivity during the process
Answer: C
Explanation: C) The appraisal interview is the Achilles' heel of the entire evaluation process. In
fact, appraisal review sessions often create hostility and can do more harm than good to the
employee–manager relationship. 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.
Diff: 3
Chapter: 8
Skill: Concept
LO: 10
95) What is the LEAST likely way for a manager to improve the effectiveness of the
performance appraisal interview?
A) integrating the employee's self-appraisal
B) providing a single source of appraisal input
C) focusing on performance improvement
D) emphasizing management's responsibility
Answer: B
Explanation: B) To minimize the possibility of hard feelings during a PA interview, the face-to-
face meeting and the written review must have performance improvement, not criticism, as their
goal. Rating managers should emphasize their own responsibility for the employee's
development. The situation improves considerably when several sources provide input, including
the employee's own self-appraisal.
Diff: 3
Chapter: 8
Skill: Concept
LO: 10
96) The manager should consider three basic purposes when planning an appraisal interview.
Which of the following is NOT one of those purposes?
A) discussing the employee's performance
B) assisting the employee in setting goals
C) defending the evaluation to the employee
D) suggesting methods for achieving established goals
Answer: C
Explanation: C) Discussing performance, helping the employee set goals, and suggesting
methods for accomplishing those goals are basic purposes of PA interviews. The interview
should not involve a defense of the evaluation.
Diff: 3
Chapter: 8
Skill: Concept
LO: 10
37
97) According to experts, managers should conduct separate interviews for discussing employee
performance and employee ________.
A) development
B) strengths
C) goals
D) pay
Answer: D
Explanation: D) Although costs are a consideration, there is merit in conducting separate
interviews for discussing: (1) employee performance and development and (2) pay. Many
managers have learned that as soon as the topic of pay emerges in an interview, it tends to
dominate the conversation, with performance improvement taking a back seat.
Diff: 2
Chapter: 8
Skill: Concept
LO: 10
98) All of the following are accomplished by effective managers during appraisal interviews
EXCEPT ________.
A) asking employees how they could improve a situation
B) emphasizing the positive performance aspects
C) turning the interview into a win-win situation
D) criticizing actions rather than the person
Answer: C
Explanation: C) Effective managers minimize threats to the employee's self-esteem whenever
possible. When giving criticism, managers should emphasize the positive aspects of
performance; criticize actions, not the person; and ask the employee how he or she would change
things to improve the situation. Also, the manager should avoid supplying all the answers and try
to turn the interview into a win–win situation so that all concerned gain.
Diff: 3
Chapter: 8
Skill: Concept
LO: 10
38
99) Which of the following is LEAST likely to be the focus of a performance appraisal at a
Chinese company?
A) measurable outcomes
B) moral behavior
C) personal obedience
D) employee loyalty
Answer: A
Explanation: A) Chinese managers appear to define performance in terms of personal
characteristics, such as loyalty and obedience, rather than outcome measurement. Chinese
performance appraisals place great emphasis on moral characteristics.
Diff: 2
Chapter: 8
Skill: Concept
LO: 10
AACSB: Multicultural and Diversity
100) From the list below, pick the outcome that characterizes the conclusion of a successful
appraisal interview.
A) deflating the employee's ego, so he or she will be more compliant
B) ending with specific, mutually agreed upon plans for the employee's development
C) introducing a fault-finding structure into the close of the interview
D) making sure that the employee accepts his or her responsibility for additional training
Answer: B
Explanation: B) 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. Although you cannot change past behavior,
future performance is another matter. The interview should end with specific and mutually
agreed-upon plans for the employee's development.
Diff: 2
Chapter: 8
Skill: Concept
LO: 10
AACSB: Multicultural and Diversity
39
8.2 True/False Questions
1) Performance management helps to achieve organizational strategy and requires improving the
value of the workforce.
Answer: TRUE
Explanation: Performance management is a goal-oriented process directed toward ensuring that
organizational processes are in place to maximize the productivity of employees, teams, and
ultimately, the organization. It is a major player in accomplishing organizational strategy in that
it involves measuring and improving the value of the workforce.
Diff: 2
Chapter: 8
Skill: Concept
LO: 1
2) Performance appraisal is an ongoing process, while performance management occurs at a

specific time.
Answer: FALSE
Explanation: Although every HR function contributes to performance management, training and
performance appraisal play a more significant role. Whereas performance appraisal occurs at a
specific time, performance management is a dynamic, ongoing, continuous process.
Diff: 2
Chapter: 8
Skill: Concept
LO: 1
3) Performance appraisal is an informal system of review and evaluation of individual or team

task performance.
Answer: FALSE
Explanation: Performance appraisal is a formal system of review and evaluation of individual or
team task performance. A critical point in the definition is the word formal, because in actuality,
managers should be reviewing an individual's performance on a continuing basis.
Diff: 1
Chapter: 8
Skill: Concept
LO: 2
4) According to surveys, most employees are satisfied with the performance appraisal process at
their firm.
Answer: FALSE
Explanation: Performance appraisal is often a negative, disliked activity and one that seems to
elude mastery. Managers do not like giving them and employees do not like receiving them. In
fact, in one survey, almost 80 percent of workers stated dissatisfaction with their PA process.
Diff: 2
Chapter: 8
Skill: Concept
LO: 2
40
5) HR managers use performance appraisal data for recruitment, selection, compensation, and
training purposes.
Answer: TRUE
Explanation: PA data are potentially valuable for virtually every human resource functional area
including recruitment, selection, compensation, and training.
Diff: 1
Chapter: 8
Skill: Concept
LO: 2
6) In Albemarle Paper v Moody and Mistretta v Sandia Corporation, the courts ruled that
performance appraisal systems should not be discriminatory.
Answer: TRUE
Explanation: Legislation requires that appraisal systems be nondiscriminatory. In the case of
Mistretta v Sandia Corporation, a federal district court judge ruled against the company, stating,
"There is sufficient circumstantial evidence to indicate that age bias and age based policies
appear throughout the performance rating process to the detriment of the protected age group."
The Albemarle Paper v Moody case also supported validation requirements for performance
appraisals.
Diff: 2
Chapter: 8
Skill: Concept
LO: 3
7) In most cases, the first step of the performance appraisal process involves identifying specific
performance goals.
Answer: TRUE
Explanation: The starting point for the PA process 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.
Diff: 1
Chapter: 8
Skill: Concept
LO: 3
8) Traits such as adaptability, judgment, appearance, and attitude may be used in performance
appraisals if they are job-related.
Answer: TRUE
Explanation: Certain traits may relate to job performance and, if this connection is established,
using them may be appropriate. Traits such as adaptability, judgment, appearance, and attitude
may be used when shown to be job-related.
Diff: 2
Chapter: 8
Skill: Concept
LO: 4
41
9) Desired behaviors may be appropriate as evaluation criteria because if they are recognized and
rewarded, employees tend to repeat them.
Answer: TRUE
Explanation: Desired behaviors may be appropriate as evaluation criteria because if they are
recognized and rewarded, employees tend to repeat them. If certain behaviors result in desired
outcomes, there is merit in using them in the evaluation process.
Diff: 2
Chapter: 8
Skill: Concept
LO: 4
10) Behaviors include a broad range of knowledge, skills, and traits that may be technical in
nature, relate to interpersonal skills, or be business oriented.
Answer: FALSE
Explanation: Competencies include a broad range of knowledge, skills, traits, and behaviors that
may be technical in nature, relate to interpersonal skills, or are business-oriented. Some
managers recommend that cultural competencies such as ethics and integrity be used for all jobs.
Diff: 1
Chapter: 8
Skill: Concept
LO: 4
11) Employee empowerment and engagement are the hallmarks of a traditional system of
performance appraisal.
Answer: FALSE
Explanation: Today, firms stress employee empowerment and engagement. They also want
employees to work in teams to accomplish their duties. Teams, not managers, are often making
the decisions, which runs counter to the traditional appraisal system. Some experts believe that a
firm cannot have an empowered and engaged workforce and still use a traditional performance
appraisal system.
Diff: 2
Chapter: 8
Skill: Concept
LO: 3
12) If organizations consider ends more important than means, goal achievement should be a
factor in performance appraisals.
Answer: TRUE
Explanation: If organizations consider ends more important than means, goal achievement
outcomes become 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.
Diff: 2
Chapter: 8
Skill: Concept
LO: 4
42
13) Focusing on an employee's potential during a performance appraisal ensures that more
effective career planning and development will occur.
Answer: TRUE
Explanation: Firms should emphasize the future, including the behaviors and outcomes needed
to develop the employee, and, in the process, achieve the firm's goals. This involves an
assessment of the employee's potential. Including potential in the evaluation process helps to
ensure more effective career planning and development.
Diff: 2
Chapter: 8
Skill: Concept
LO: 4
14) It is essential that line managers play a key role in performance appraisal from beginning to
end.
Answer: TRUE
Explanation: Often the human resource department 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. These individuals usually conduct the
appraisals, and they must directly participate in the program if it is to succeed.
Diff: 2
Chapter: 8
Skill: Concept
LO: 5
15) The primary disadvantage of using peers to appraise performance is that they do not work
closely enough with evaluated employees to provide useful feedback.
Answer: FALSE
Explanation: A major strength of using peers to appraise performance is that they work closely
with the evaluated employee and probably have an undistorted perspective on typical
performance, especially in team assignments.
Diff: 1
Chapter: 8
Skill: Concept
LO: 5
16) Organizations that structure employees into self-directed teams are using peers to appraise
performance less frequently because of time constraints.
Answer: FALSE
Explanation: A major strength of using peers to appraise performance is that they work closely
with the evaluated employee and probably have an undistorted perspective on typical
performance, especially in team assignments. Organizations are increasingly using teams,
including those that are self-directed.
Diff: 2
Chapter: 8
Skill: Concept
LO: 5
43
17) If employees understand their objectives and the criteria used for evaluation, they can
effectively appraise their own performance.
Answer: TRUE
Explanation: 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.
Diff: 1
Chapter: 8
Skill: Concept
LO: 5
18) Organizations use customer appraisal because it demonstrates a commitment to the customer
and holds employees accountable.
Answer: TRUE
Explanation: Customer behavior determines a firm's degree of success. Therefore, some
organizations believe it is important to obtain performance input from this critical source.
Organizations use this approach because it demonstrates a commitment to the customer, holds
employees accountable, and fosters change.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
19) Managing performance is extraneous to a manager's daily job duties.

Answer: FALSE
Explanation: Formal performance appraisals are prepared at specific intervals. However,
managers should be conditioned to understand that managing performance is a continuous
process that is built into their job every day.
Diff: 2
Chapter: 8
Skill: Concept
LO: 5
20) Experts recommend performing evaluations on hiring anniversaries rather than on a calendar
basis in order to make essential comparisons between employees.
Answer: FALSE
Explanation: In the interest of consistency, it may be advisable to perform evaluations on a
calendar basis rather than on anniversaries. If firms do not conduct all appraisals at the same
time, it may be impossible to make needed comparisons between employees.
Diff: 2
Chapter: 8
Skill: Concept
LO: 5
44
21) The 360-degree feedback evaluation method involves evaluation input from multiple levels
within the firm as well as external sources.
Answer: TRUE
Explanation: The 360-degree feedback evaluation method is a popular performance appraisal
sources. The 360-degree method is unlike traditional performance reviews, which provide
employees with feedback only from supervisors.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
22) Results from 360-degree programs are used by firms for succession planning, training,
professional development, and performance management.
Answer: TRUE
Explanation: As many as 90 percent of Fortune 500 companies use some form of 360-degree
feedback for either employee evaluation or development. Many companies use results from 360-
degree programs not only for conventional applications but also for succession planning,
training, and professional development.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
23) The rating scale method focuses on skills needed across organizational boundaries.
Answer: FALSE
Explanation: Unlike traditional approaches, 360-degree feedback focuses on skills needed across
organizational boundaries. The rating scales method is a performance appraisal method that rates
employees according to defined factors and is less focused on organizational needs.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
24) Having multiple raters makes the 360-degree feedback evaluation method more legally
defensible and less costly.
Answer: FALSE
Explanation: Having multiple raters also makes the process more legally defensible. However,
an appraisal system involving numerous evaluators will naturally take more time and, therefore,
be more costly.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
45
25) The most significant risk associated with 360-degree feedback is confidentiality.
Answer: TRUE
Explanation: The biggest risk with 360-degree feedback is confidentiality. Many firms
outsource the process to make participants feel comfortable that the information they share and
receive is completely anonymous, but the information is very sensitive and, in the wrong hands,
could impact careers.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
26) The critical incident method is an appraisal approach that rates employees according to
defined factors.
Answer: FALSE
Explanation: The rating scales method is a performance appraisal method that rates employees
according to defined factors. The critical incident method is a performance appraisal method that
requires keeping written records of highly favorable and unfavorable employee work actions.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
27) One reason for the popularity of the rating scales method is its simplicity.
Answer: TRUE
Explanation: One reason for the popularity of the rating scales method is its simplicity, which
permits quick evaluations of many employees. When you quantify the ratings, the method
facilitates comparison of employees' performances.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
28) The rating scale method requires keeping written records of highly favorable and highly
unfavorable employee work actions.
Answer: FALSE
Explanation: The critical incident method is a performance appraisal method that requires
keeping written records of highly favorable and unfavorable employee work actions. The rating
scales method is a performance appraisal method that rates employees according to defined
factors.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
46
29) In the essay method, the rater writes a brief narrative describing the employee's performance.
Answer: TRUE
Explanation: The essay method is a performance appraisal method in which the rater writes a
brief narrative describing the employee's performance. This method tends to focus on extreme
behavior in the employee's work rather than on routine day-to-day performance.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
30) The work standards method compares each employee's performance to a predetermined
standard.
Answer: TRUE
Explanation: The work standards method is a performance appraisal method that compares each
employee's performance to a predetermined standard or expected level of output.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
31) The critical incident method is a variation of the ranking method in which the performance of
each employee is compared with every other employee in the group.
Answer: FALSE
Explanation: Paired comparison is a variation of the ranking method in which the performance
of each employee is compared with that of every other employee in the group. A single criterion,
such as overall performance, is often the basis for this comparison. The critical incident method
is a performance appraisal method that requires keeping written records of highly favorable and
unfavorable employee work actions.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
32) The forced distribution method is a new performance appraisal method that is primarily used
by small technology firms.
Answer: FALSE
Explanation: Forced distribution systems have been around for decades and firms such as
General Electric, Cisco Systems, EDS, Hewlett-Packard, Microsoft, Pepsi, Caterpillar, Sun
Microsystems, Goodyear, Ford Motor, and Capital One use them today. Proponents of forced
distribution believe they facilitate budgeting and guard against weak managers who are too timid
to get rid of poor performers.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
47
33) Top firms, such as Cisco, Ford, and Capital One, use the forced distribution system because
of its popularity among most managers and HR professionals.
Answer: FALSE
Explanation: Although used by some prestigious firms, the forced distribution system appears to
be unpopular with many managers. In a survey of HR professionals, 44 percent of respondents
thought their firm's forced ranking system damages morale and generates mistrust of leadership.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
34) Opponents of forced distribution contend that the system fosters paranoia among employees
and destroys company loyalty.
Answer: TRUE
Explanation: Critics believe the forced distribution method fosters cutthroat competition,
paranoia, and general ill will, and destroys employee loyalty. Opponents of forced distribution
contend that the method compels a manager to penalize a good, although not a great, employee
who is part of a superstar team.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
35) The BARS method combines elements of the traditional rating scales and critical incident
methods.
Answer: TRUE
Explanation: The behaviorally anchored rating scale (BARS) method is a performance appraisal
method that combines elements of the traditional rating scales and critical incident methods;
various performance levels are shown along a scale with each described in terms of an
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
36) Like the rating scales method, BARS uses terms such as high, medium, and low at each scale
point.
Answer: FALSE
Explanation: A BARS system differs from rating scales because, instead of using terms such as
high, medium, and low at each scale point, it uses behavioral anchors related to the criterion
being measured. This modification clarifies the meaning of each point on the scale and reduces
rater bias and error by anchoring the rating with specific behavioral examples based on job
analysis information.
Diff: 2
Chapter: 8
Skill: Concept
LO: 6
48
37) The manager and the subordinate jointly agree on objectives for the next appraisal period in a
results-based system.
Answer: TRUE
Explanation: The manager and subordinate jointly agree on objectives for the next appraisal
period in a results-based system. In such a system, one objective might be, for example, to cut
waste by 10 percent. At the end of the appraisal period, an evaluation focuses on how well the
employee achieved this objective.
Diff: 1
Chapter: 8
Skill: Concept
LO: 6
38) A halo error occurs when a manager generalizes one negative performance feature to all
aspects of employee performance.
Answer: FALSE
Explanation: A halo error occurs when a manager generalizes one positive performance feature
or incident to all aspects of employee performance, resulting in a higher rating. The horn error is
an evaluation error that occurs when a manager generalizes one negative performance feature or
incident to all aspects of employee performance, resulting in a lower rating.
Diff: 1
Chapter: 8
Skill: Concept
LO: 7
39) Strictness is a common error that occurs when employees are incorrectly rated near the
average or middle of the scale.
Answer: FALSE
Explanation: Central tendency error is an evaluation appraisal error that occurs when employees
are incorrectly rated near the average or middle of a scale. Being unduly critical of an employee's
work performance is referred to as strictness.
Diff: 1
Chapter: 8
Skill: Concept
LO: 7
40) According to the Uniform Guidelines and the court system, job-relatedness is the essential
element in evaluation criteria for performance appraisals.
Answer: TRUE
Explanation: Job-relatedness is perhaps the most basic criterion needed in employee
performance appraisals. The Uniform Guidelines on Employee Selection Procedures and court
decisions are quite clear on this point.
Diff: 2
Chapter: 8
Skill: Concept
LO: 8
49
8.3 Essay Questions
1) What is the difference between performance management and performance appraisal? What is
the relationship between the performance management and performance appraisal?
Answer: Performance management (PM) is a goal-oriented process directed toward ensuring
that organizational processes are in place to maximize the productivity of employees, teams, and
ultimately, the organization. It is a major player in accomplishing organizational strategy in that
it involves measuring and improving the value of the workforce. PM includes incentive goals
and the corresponding incentive values so that the relationship can be clearly understood and
communicated. Performance appraisal (PA) is a formal system of review and evaluation of
individual or team task performance. PA is especially critical to the success of performance
management. Although performance appraisal is but one component of performance
management, it is vital, in that it directly reflects the organization's strategic plan. Although
evaluation of team performance is critical when teams exist in an organization, the focus of PA
in most firms remains on the individual employee. Regardless of the emphasis, an effective
appraisal system evaluates accomplishments and initiates plans for development, goals, and
objectives.
Diff: 3
Chapter: 8
Skill: Synthesis
LO: 1, 2
2) How do firms utilize performance appraisals? What environmental factors influence the
performance appraisal process at a firm?
Answer: A properly designed PA system can help achieve organizational objectives and
enhance employee performance. In fact, PA data are potentially valuable for virtually every
human resource functional area including HR planning, recruitment and selection, training and
development, career planning and development, compensation programs, and internal employee
relations. External and internal environmental factors can influence the appraisal process.
Legislation, labor unions, and corporate culture are examples of such factors.
Diff: 3
Chapter: 8
Skill: Synthesis
LO: 2, 3
50
3) What are the steps in the performance appraisal process? What are the characteristics of an
effective PA process?
Answer: The starting point for the PA process 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. The next
step in this ongoing cycle continues with establishing performance criteria (standards) and
communicating these performance expectations to those concerned. Then the work is performed
and the supervisor appraises the performance. At the end of the appraisal period, the appraiser
and the employee together review work performance and evaluate it against established
performance standards. This review helps determine how well employees have met these
standards, determines reasons for deficiencies, and develops a plan to correct the problems. An
effective PA process has job-related criteria, clear performance expectations, standardized
instruments and procedures, trained appraisers, due process, and open communication.
Diff: 3
Chapter: 8
Skill: Synthesis
LO: 4, 8
4) How would an evaluator use the rating scales method? What problems are typically associated
with this method?
Answer: The rating scales method is a performance appraisal method that rates employees
according to defined factors. Using this approach, evaluators record their judgments about
performance on a scale. The scale includes several categories, normally 5–7 in number, defined
by adjectives such as outstanding, meets expectations, or needs improvement. Although systems
often provide an overall rating, the method generally allows for the use of more than one
performance criterion. The factors chosen for evaluation are typically of two types: job-related
and personal characteristics. The rater (evaluator) completes the form by indicating the degree of
each factor that is most descriptive of the employee and his or her performance.
A potential weakness of this method is the lack objectivity. For example, commonly used factors
such as attitude, appearance, and personality are difficult to measure. In addition, these factors
may have little to do with an employee's job performance.
Diff: 3
Chapter: 8
Skill: Synthesis
LO: 6
51
5) What are the benefits of having line managers conduct performance appraisals? Why is it
important that line managers receive performance appraisal training?
Answer: An employee's immediate supervisor has traditionally been the most logical choice for
evaluating performance and this continues to be the case. The supervisor is usually in an
excellent position to observe the employee's job performance and the supervisor has the
responsibility for managing a particular unit. Also, subordinate training and development is an
important element in every manager's job and, appraisal programs and employee development
are usually closely related. 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. The training should be an ongoing process in order to ensure accuracy
and consistency and should cover how to rate employees and how to conduct appraisal
interviews.
Diff: 3
Chapter: 8
Skill: Synthesis
LO: 4, 5
6) In a brief essay, discuss the problem of performance appraisal manipulation and its potential
for legal repercussions.
Answer: In some instances, managers control virtually every aspect of the appraisal process and
are therefore in a position to manipulate the system. For example, a supervisor may want to give
a pay raise to a certain employee or the supervisor may just "favor" one worker more than
another. In order to justify this action, the supervisor may give the employee an undeserved high
performance evaluation and perhaps a less favored, but productive, employee a lower rating. If
the employee who receives a low rating belongs to a protected group, the firm may wind up in
court. If the organization cannot adequately support the evaluation, it may suffer significant
financial loss. Mistakes in appraising performance and decisions based on invalid results can
have serious legal repercussions. For example, discriminatory allocation of money for merit pay
increases can result in costly legal action. In settling cases, courts have held employers liable for
back pay, court costs, and other costs related to training and promoting certain employees in
protected classes.
Diff: 3
Chapter: 8
Skill: Synthesis
LO: 7
52
7) Why are appraisal interviews often dreaded by employees and managers? How can a system
of continuous open communication minimize this problem?
Answer: Appraisal review sessions often create hostility and can do more harm than good to the
employee-manager relationship. The appraisal interview definitely has the potential for
confrontation and undermining the goal of motivating employees. 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 good appraisal system can minimize the stress of
appraisal interviews by encouraging highly desired feedback on a continuing basis. There should
be few surprises in the performance review and appraisal interview. Managers should handle
daily performance problems as they occur and not allow them to pile up for six months or a year
and then address them during the performance appraisal interview. Continuous feedback is
vitally important to help direct, coach, and teach employees to grow and improve performance.
When something new surfaces during the appraisal interview, the manager probably did not do a
good enough job communicating with the employee throughout the appraisal period. Even
though the interview presents an excellent opportunity for both parties to exchange ideas, it
should never serve as a substitute for the day-to-day communication and coaching required by
performance management.
Diff: 3
Chapter: 8
Skill: Synthesis
LO: 2, 8
8) As an HR manager, how could you use performance appraisal information for HR tasks such
as training and development, recruitment, and compensation?
Answer: Performance appraisal should point out an employee's specific needs for training and
development. By identifying deficiencies that adversely affect performance, T&D programs can
be developed that permit individuals to build on their strengths and minimize their deficiencies.
An appraisal system does not guarantee properly trained and developed employees. However,
determining T&D needs is more precise when appraisal data are available. Also, PA evaluation
ratings may be helpful in predicting the performance of job applicants. For example, it may be
determined that a firm's successful employees (identified through performance evaluations)
exhibit certain behaviors when performing key tasks. These data may then provide benchmarks
for evaluating applicant responses obtained through behavioral interviews. Finally, PA results
provide a basis for rational decisions regarding pay adjustments. Most managers believe that you
should reward outstanding job performance tangibly with pay increases. They believe that the
behaviors you reward are the behaviors you get. Rewarding behaviors necessary for
accomplishing organizational objectives is at the heart of a firm's strategic plan. To encourage
good performance, a firm should design and implement a reliable performance appraisal system
and then reward the most productive workers and teams accordingly.
Diff: 3
Chapter: 8
LO: 2
53
9) What are the characteristics of an effective appraisal system?
Answer: The basic purpose of a performance appraisal system is to improve the performance of
individuals, teams, and the entire organization. Although a perfect system does not exist, every
system should possess certain characteristics.
Job-relatedness is perhaps the most basic criterion needed in employee performance appraisals.
The evaluation instrument should tie in closely to the accomplishment of organizational goals.
Subordinates must also understand in advance what is expected of them. How can employees
function effectively if they do not know what they are being measured against? Firms should use
the same evaluation instrument for all employees in the same job category who work for the
same supervisor. Supervisors should also conduct appraisals covering similar periods for these
employees. 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. 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. 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. Since improved performance is a
common goal of appraisal systems, withholding appraisal results is absurd. Ensuring due process
is vital. 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.
Diff: 3
Chapter: 8
LO: 8
10) What are the advantages and disadvantages of having peers and team members appraise an
employee's performance?
Answer: A major strength of using peers to appraise performance is that they work closely with
the evaluated employee and probably have an undistorted perspective on typical performance,
especially in team assignments. The rationale for evaluations conducted by team members
includes the following: 1.Team members know each other's performance better than anyone and
can, therefore, evaluate performance more accurately. 2. Peer pressure is a powerful motivator
for team members. 3. Members who recognize that peers within the team will be evaluating their
work show increased commitment and productivity.
Problems with peer evaluations include the reluctance of some people who work closely
together, especially on teams, to criticize each other. On the other hand, if an employee has been
at odds with another worker he or she might really "unload on the enemy," resulting in an unfair
evaluation. Another problem concerns peers who interact infrequently and lack the information
needed to make an accurate assessment.
Diff: 3
Chapter: 8
LO: 6
54
Another random document with
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the reception committee at New York. Your face and figure, my dear
girl, are easily the most familiar in all the U. S. A. this week. You
must know how the newspapers hate to give space to a girl like you
who’s been such a quiet little body all summer. I’ll bet there haven’t
been more than an average of eight different pictures of you in all
poses run in each edition this week. Reporters may meet the
Corinthian on the high seas, but I feel that probably no one will board
the boat before it picks up its pilot; then two tugs from the less
enterprising papers and four from the moving-picture concerns will
greet our friend, your doubtful double, at quarantine. They’ll know
before they’ve taken a thousand feet of film of her that she isn’t you.
Then even the English will guess where you are. If the Corinthian
could only run out of gasoline, or blow a tire or crack a cylinder, and
let us get in first, all right for us; but if the Corinthian goes on in
ahead of us, you—dear girl—are elected to be the example to be
made to discourage any more of this foreign-legion stuff in the ranks
of the British suffragettes. The home secretary seems to feel that
you are most eminently qualified to serve as a stopper for more of
our sweet girl graduates crossing over and spending their senior
vacations at pillage and arson. Rough of them, undoubtedly; but if
the Cumberland comes in second, it’s forcibly fed from a funnel for
the rest of your natural youth, my dear.”
“Why,” Roberta returned resignedly, “do you repeat the if so many
times? Isn’t the Cumberland now sure to come in second?”
“The Corinthian’s caught up with us now. They’re a little faster
than this ship ordinarily, and at present they’re under emphatic
orders to make as fast a passage as possible. Even if I should give
away our hand by offering to pay our captain for extra coal he’d burn
to beat the Corinthian in, this ship couldn’t do it.”
“Exactly,” Roberta accepted. “So why pretend that I think I’m
escaping? And why say ‘our’ hand? It was entirely your idea that this
ship was sure to get in before the Corinthian—not mine.”
Andy fumed helplessly. He idly watched men working on the
woodwork beside the wireless cabin. Before painting, they were
sandpapering a strip, rasping coarse sandpaper, tacked on blocks,
over the patch to be painted. The harsh, grating sound came with a
short rasp, then longer, then shorter. Roberta looked about.
“I thought that was the wireless for a minute,” she said.
“Sounds like it.”
People passed, glancing at them curiously. “I’d better ask you,”
Roberta said, “what are our relations supposed to be since we’ve
been on board? Your communication by note, evidently meant to be
enigmatic if it fell into false hands, was enigmatic.”
“There appeared to be a choice of two explanations only,
considering the way we piled on board at the last minute at once and
demanded widely separated cabins. Either we must be married and
part at the gangplank, or else, according to original scenario, we
were eloping, with papa’s pursuit so close that we hadn’t had time to
drop in on the minister. I choose the latter.”
“With the result?”
Andy confessed: “That yesterday the captain—most romantic of
Scots—blushingly put forward his qualifications as legal wedlocker
on the high seas.”
“Ah!”
“So I told him the seas were too high for you; you’d got seasick
and changed your mind.”
Roberta looked away. “I told you if I stayed in my cabin, it must be
on account of something else—even neuralgia. You know that I
never get seasick; I hate people who get seasick.”
She rose suddenly and walked away. He thought for an instant
that she had used a different tone—not quite the same tone which
had surprised him at Stoketon when she gave herself to his
protection, but at least something like that tone. But, as he watched
her walk away, he knew he must have imagined it. Her air of
complete disregard of him had never piqued him more. He jumped
up and caught step with her.
“Kindly do not assume that the Corinthian is certain to beat us in!”
“How are you going to prevent it?” she questioned practically.
He did not tell her, for the sufficient reason that he did not know;
but that it must be done he now was certain; and there was little time
to lose to learn the way to do it. He let her leave him and go within
without protest. He paced round and round the deck.
“Fog’s thinning.” His friend, the relief wireless operator, stopped
beside him at the rail.
Indeed, it was fog no longer; the cessation of the blasts of the
siren overhead admitted it; only mist remained, and it was a swiftly
melting mist which blew with the breeze and vanished under the
noon high sun. The horizon showed sharp, clear, as the pale blue of
the sunny sky met the deep green of the sea in a line all about the
circle of sight. One blotch only broke it—a spot of smoke on the very
horizon edge, a spot which was quite abreast the Cumberland, and
slowly, very slowly, but quite surely, was creeping ahead.
The operator went into the wireless station and returned.
“That’s the smoke of the Corinthian. She’s brought her good
weather with her; and she’s going right on to put that girl aboard the
Mauretania to take her back to jail in England. Say, do you know, I’d
like to do something for that girl? They’re laying to give her
altogether too much. Looking at it some ways, she’s all right. I got a
sister in the suffrage cause myself.”
Andy looked swiftly about, and sized up the operator more
carefully. “Why didn’t you say so before?” he demanded.
The operator moved nearer and spoke cautiously: “I wasn’t sure
till to-day why it was you was so interested in what was coming in.”
“So you feel sure now, do you?”
“Can’t say that,” the operator said conservatively. “But I’ve got a
noodle, even if everything isn’t as clear as it might be in it just now.
But don’t worry; nobody else is wise, and I ain’t said nothing.”
“On account of your sister?”
The operator looked at Andy’s hands, which were in his pockets.
“Partly,” he said.
“Is it better for you to come to my cabin, or safer for me to go to
yours?” Andy inquired. “Not that I’ve got a proposition yet; but—well,
two heads are better than one.”
The conference below decks, though of no short duration,
brought to Andy little definite encouragement. During all the latter
part of the afternoon, which remained clear and bright though the
wind now was rising, he paced the deck thoughtful, alone. The
smoke on the southern horizon which marked the position of the
Corinthian crept steadily farther ahead.
Above the setting sun spread a flaming and crimson sky; and out
from under it the smoke and then the hull of a steamer appeared. It
was eastbound to England, and between the paths of the
Cumberland and Corinthian. Twilight failed over the ocean before it
met the Cumberland; its smoke smudge was lost in the blackness of
night, its spars vanished save for a swaying masthead light, and its
decks became lines of electric lights backed by the glow of cabin
windows where passengers were dressing for dinner.
As Andy stood at the rail watching the other vessel pass, Roberta
stopped at his side. “You look quite desperate in your planning for
me,” she rallied. “Tell me, what is the present program, per your
arrangement? Am I to do a dive with you and swim for that boat, and
double back to England?”
The relief wireless operator, halting, excused Andy from reply.
“That’s the Wellington—an old hooker, and slow, but still popular.
First, second, and steerage always full. Economical’s the word with
her. Every ship’s supposed to have two men for the wireless, since
the Titanic; but they manage most of the time—as this trip—with
one. They’d wake up their man to get help if anything happened to
them; but from about ten p. m. to say five a. m., another ship in
trouble would have a great time calling them.”
Andy gazed long at the ship, the great idea dawning. “Excuse us,”
he said to Roberta. “My friend,” he announced to the operator,
“something tells me that you and I need only go again into executive
session to get immediate results.”
Roberta, watching for him to come into the dining saloon, waited
in vain till the stewards ceased to serve. Likewise, after going to her
chair on deck, she looked for him without result. There now was a
good sea running—nothing to trouble a large ship, but quite enough
to send most of the passengers below. The wind, blowing down from
the Arctic Sea, was quite cold and damp, though the air still was
clear. Roberta rose, with her coat buttoned about her, and tramped
the tipping, wind-swept decks.
The salt spray was flying; she felt its sting on her face, tasted it on
her lips. She went to the forward rail and clung to it as the
Cumberland rolled and rose and dipped and rolled again as it bore
steadily into the darkness ahead. It had become so late that the
stewards had turned out all the deck lights except the single yellow
glows over the companionways; and these now were dimmer and
failing, incrusted with salt. And no light or sign of any other ship
showed about all the black horizon. The Corinthian never had been
near enough for her lights to show at night; the Wellington long had
been lost in the purple darkness astern. The skies clouded over; no
glint came down from the stars. The Cumberland rolled on to
America alone, only the wireless—the rasp of which could be heard
from the cabin—told where they were to other ships. Roberta drew in
deep breaths of delight at the desolateness of the ocean, the
openness and freedom of the wide water. Suddenly, with a
recollection, she shuddered.
“What is it?” Andy’s voice surprised her. She felt his strong fingers
steadying her arm.
“I don’t want to be taken back to England to jail!” she confessed
to him before she could prevent herself. “I believed I didn’t mind; I
thought it would be part of the fun. But tonight”—she hesitated as to
how to express it—“feel that wind, breathe it! It’s all open, all free! I
want to feel it like that whenever I’d like to. I don’t want to be locked
up!”
“I don’t want you to, either.” His grasp on her tightened. “And
you’re not going to be. No one’s going to take you back to jail in
England or anywhere else. We’re going to be landed without any one
troubling us, just as I planned. Then you can go anywhere you want
to.”
“How are we going to get ashore before the Corinthian docks?”
He laughed confidently. “I will get you!”
“But how?” she repeated, with concern.
“Don’t worry. You’ll wake up as far ahead of the Corinthian as I
ever meant you to be.”
“I’m not thinking about myself. What are you planning to do?
Nothing—dangerous, Andy! You know how nearly I hurt people.”
“No, no,” he reassured. “Nothing dangerous; something quite
safe, serene, secure, Bobs. Merely——”
“What?”
“Expensive. That wireless operator is not so completely carried
away by sympathy for you and suffrage for his sister as he seemed.”
“What did you say?”
“I’ll tell you to-morrow. I want to do it first; and it’s getting along
toward time. So you go in now; good night.”
“Good night,” she said. He had commanded; she had not meant
to obey; but now, when she found herself doing it, she did not deter.
“Bobs!” he caught her gently.
“What?”
“A kiss, dear!”
“A kiss?”
He took it before arguing further. “That’s all right,” he justified, as
he took another. “No one’s about, Bobs! You kissed me that second
time!”
“I did the first time, too!”
“Like that? Of course; but how could you have expected me to
believe anything more than I was kissing you?”
“Andy!” She was held tight in his arms. “What do you and I
mean?”
“I don’t know except that we mean it together.”
“What?”
“To get married, I guess; don’t we?”
“We must.”
The ship’s bell struck fluidly; in a moment there was some sort of
confusion and calling—apparently on account of changing watches
—and men came by. Andy put Roberta reluctantly away.
“You must go in now. No; you can’t help, dear. You might only
hinder. Of course, I’ll tell you all about it as soon as I can.”
She stopped only for one more meeting of their lips, and then, no
longer wondering at her obedience, she disappeared down the
nearest companionway. Andy moved in an ecstasy down the deck; if
he had had doubts before of what he was about to do, they were
unfelt in this incredible delight. He loved little Bobs; she loved him;
they could be married if he carried through what already he had
planned. He was reckless to, oblivious of the confusion on deck
except as it threatened his plans. Then most of the men moving
about and running back and forth from the bridge vanished below;
they left the decks almost deserted, and gave him his opportunity to
act. He crept up to the wireless cabin. The rasp of the current in
sending a communication came to him clearly. He waited tensely till
it ceased; then he opened the door and entered the cabin, swiftly
shutting the door behind him and locking it. The relief wireless
operator was alone within, seated before his instruments.
“All right?” Andy demanded of him.
“The Corinthian’s in easy communication, of course—a little
ahead of us, and twenty or thirty miles to the south.”
“She’s also within communication radius of the Wellington?”
“Sure; the Wellington’s now about a hundred miles east of us. If
we sent out a call as if it came from the Wellington, the Corinthian
couldn’t tell whether it came from us or the Wellington.”
“Good! And the Wellington wouldn’t know we were impersonating
them? The Wellington’s operator has gone to bed now?”
“He certainly isn’t at his station.”
“Now’s the time, then. Quick, man. The S. O. S.! Send it! We’re
the Wellington, in trouble. This ship is now the Wellington, a hundred
miles east of us; and you’re sending out the S. O. S. call as the
Wellington’s sinking!”
The operator shook his head. “I can’t.”
“Can’t! Why not?”
“I’ve been thinking it over.”
“Well?”
“We can’t call ‘Wolf!’ on the ocean. The wireless must always
bring a ship to a ship in distress; no captain must doubt it a minute.”
“Once won’t do any harm,” Andy argued recklessly. “We’ll merely
put the Corinthian back a hundred miles, and maybe bring back
some other ship which gets the call. And think of the excitement we’ll
give the passengers on the Corinthian till they find the Wellington
isn’t sinking.”
“Yes; and when they find it out?”
“No one can ever find that you did it,” Andy returned impatiently.
“We’ve gone all over this, man. No one can tell where a wireless
message comes from. The Corinthian will think it comes from the
Wellington. The Wellington won’t know we’ve called since the
operator’s in bed. The Corinthian will call her, of course, and when
there’s no answer that makes sure the Wellington’s in trouble. If the
Corinthian calls us to go back to help the Wellington, too, we don’t
get the call; our installation’s out of order for a few hours. Nothing
could be simpler than that.”
“Still, it’s too much risk for five hundred.”
“Oh, all right. I expected a raise. A thousand for you, then.”
“No.”
“Two.”
“Not enough.”
“Three.”
“It might be found out here. The S. O. S. call is distinctive. You
can hear the sending outside. If it is, I’m fired, and don’t get another
job.”
“All right; four, then.”
The operator looked at Andy keenly. “How much higher will you
go?” he asked frankly.
“Highbinder!” Andy accused him, and snatched pencil and pad.
“S. O. S. Wellington sinking. S. O. S.,” he scribbled.
“Five thousand for four words; cash down!” He drew money from
his pocket. “Five more if you’re caught and fired. My word for that.
That’s all I had left on my letter of credit when I cashed it at Glasgow;
but you know there’s more where this came from.”
The operator held his hand over his key and listened nervously.
“Can they know about this now?” he asked. There seemed, indeed,
to be already a movement on the bridge as if the officers had heard
the scheme or suspected something. But Andy did not sense this, or
was reckless of it. He pushed his money halfway across the table.
“I pay as you send. Ah, that’s it! S. O. S. That’s the stuff; there’s a
thousand. Is that Wellington you’re spelling? Right; there’s a
thousand more. ‘Sinking.’ Now ‘S. O. S.’ Four thousand and a fifth
for the repeat to clinch it! Sent? Good! Put it away; put it away.
They’re coming now!”
Indeed, the alarm, vague before, had become definite and loud.
Men hammered on the locked door to the right of the wireless cabin
and cried for entrance; and all about the noise of disturbance and
haste increased.
“I told you they could hear it!” the operator gasped. He was bent
over his table, his receivers to his ears, listening to the result of his
message.
“You haven’t done any harm,” Andy steadied him. “And look here!
Now you’ve done it, you’ve got to stand by what you did! You can’t
take back all that!” He pulled the operator away from his instruments
as the beating on the door threatened the panels. “If you want
excuse for not taking it back, just don’t get that fixed for a few hours!”
He seized a stool, and raised it to break some of the connections of
the wireless apparatus. The wireless operator, opposing him in fright,
tripped him, and Andy fell, his full weight crashing the heavy stool
into the condensers and coils before him. The operator pressed
down his key as he bent over the wreck in horror.
There came a yellow splutter, a loud crash of the powerful
current, a blinding blue flash; then the smell of insulation burned,
metal fused. And the door on the right to the deck burst open.
Already Andy had unlocked the door on the other side; he pushed
the wireless operator before him, and himself stumbled out upon the
dark and slippery deck, where the spray from the sea flew in their
faces.
The operator disappeared; Andy, left alone, slowly understood
that some general alarm, which could not have been caused by his
act in the wireless station, was spreading through the ship.
Passengers, unsteady and in panic, were appearing on deck; and
now the air was not salt with the smack of the sea; some strange,
subtle, sickening scent changed it; and there came the cry in wild
fright:
“Fire! Fire below! The ship’s on fire!”
Men, women, and children, half dressed, or with overcoats over
night robes, rushed out from crowded companionways. Sailors and
stewards and stewardesses attempted to control these; there was no
fire, they said; or it was not serious; it was now being put out. But
more passengers in night robes overwhelmed them. Andy stood,
dazed, as they crushed toward the wireless station and clamored:
“Fire! The ship’s on fire! Call help! Call the Corinthian. We’re
burning up!”
The touch of some one, quite calm and controlled, made him look
about. Roberta was beside him, still dressed as she had been; she
had not gone to bed; she had heard the first reports of the fire.
“There was an accident in the stores. Oil got afire and scattered.
It seems to be beyond control. Get people to dress. The stewards
and ones like you and I can bring out their clothes. Of course, we’ve
called help by wireless. The Corinthian can’t be more than thirty
miles away.”
“We can’t call it; it can’t come! It’s been called on an S. O. S. call
to the Wellington!”
“What’s happened to the Wellington?”
“Nothing.”
“Then why is the Corinthian going to it?”
Andy told her.
“They must have our wireless repaired now,” she said, as they
moved forward with the other passengers. “You couldn’t have broken
it badly.”
But panic and terror of the passengers increased as they neared
the wireless station. “There is no immediate danger. Everybody
dress warmly!” Stewards and sailors attempted to command.
“What’s the matter with the wireless?” the cries about the cabin
announced the silence of the instruments.
“What ship is coming to us? Why don’t we hear the wireless?”
In response a second officer showed himself at the door of the
silent cabin. “The Corinthian is close to us!” he shouted. “Keep calm.
She must soon come up!”
“When did you get her?” the shouts returned. “What’s the matter
with the wireless? Can’t you call the Corinthian? Can’t you call any
ship?”
“We’ve called the Corinthian; she’s coming now!” the officer lied
loudly; but the people in panic sensed the lie.
“The wireless isn’t working! They haven’t called any ship! They
can’t use it! It’s not working!”
The crazed crowds stumbling from the companionways heard
and shouted it back over the ship. Denial of the danger below no
longer was possible; the flames below were beginning to be felt;
smoke seeped through the whole ship and hovered, a hot, steaming
cloud, over the holds where the stores were blazing. Stewards and
some of the men of the first cabin still moved about, attempting to
quiet and reassure; but the seamen, in the details defined in the
orders to abandon ship, were freeing the lifeboats, putting food and
water in them; and officers directed with revolvers strapped over
their uniforms and cartridges in the boxes on their belts.
The thud of pumps throwing sea water on the flames confused
the vibrations of the screws; still, the shaking of the ship told that the
engines were being forced their fastest.
Yet the sea about the Cumberland remained black and desolate.
Rockets streaked into the sky from the Cumberland’s forecastle,
signaling desperately that the ship was in dire danger, confessing
that the wireless had failed.
“They can’t work the wireless!” Women screamed and swooned
in the crush about the lifeboats. “They’ll put us in boats, and we’ll
drift till we die. There’s no ship called to us!”
Andy, blocking the crush off from Roberta, was borne with her
against the side of the cabins. He smelled fresh paint, and felt the
greasiness of it on his hands. They were where the painters had
been working. He lost Roberta from beside him; she had stooped,
and was feeling for something at their feet. She straightened, and he
saw in her hands two bits of board—the blocks with sandpaper
tacked to them which the painter had used and left there.
“Get me nearer the wireless cabin,” she directed.
Not understanding, but obeying, he worked a way for her. He got
past one of the sailors on guard outside the cabin. An officer
appeared; Roberta spoke to him; he motioned her in curtly, and Andy
followed.
The chief operator and the relief man were working feverishly
over the wreck of the wireless apparatus; they stopped and tested
their tangle of connections and coils, looked to each other, and tore
out their own repairs. Outside the rockets again roared into the air;
cries of terror increased. Roberta, crouching inside the wireless
cabin out of sight from the deck, struck her sandpapered blocks
together; a harsh, grating rasp resulted. The second officer half
opened the door to the deck so it could be better heard, and himself
seized the blocks.
“Rasp!” the sound grated, like the rough crackle of the current of
the wireless in order. “Ras-sp!” A few of the passengers heard it;
they cried to others, and more made it out.
“The wireless is working! We’re getting help!”
Rockets still shot into the sky; but now, instead of increasing the
panic, these aided to control it. The wireless was working and
bringing ships to help the Cumberland; the rockets were rising to
show the Cumberland’s position as the rescue ships raced up.
In the wireless cabin, the second officer handed the blocks to
another and nodded to him to keep them going.
“Some one ran in here half crazy just after the fire broke out, and
did that.” He motioned Andy toward the wrecked apparatus. “A
strange thing; the Wellington, a hundred miles east, just then was in
trouble, too, and calling for help. Our man here heard the Corinthian
respond, and say she was starting back. He was going to respond
for us, when that was done, and our own trouble came.”
“Now where are we going?” Andy asked anxiously.
“There was no use in trying to catch the Corinthian—she’s faster
than we, and would be going her best on an S. O. S. call. Our only
chance of getting help soon is from the Elbe—the German ship
ahead. She was about sixty miles ahead of us, bound for New York.
We are assuming that she also must have got the S. O. S. call from
the Wellington—though our man heard only the Corinthian respond.
So we’re steering to run across the Elbe if she’s coming back to the
Wellington. If she is, we should see her lights now in half an hour.”
“But if she didn’t get the Wellington’s call, and if she isn’t coming
back?”
The officer set his lips firmly. “Then I guess we can get the
women first into the boats, and keep them adrift until most of them,
anyway, are picked up.” He looked to Roberta thankfully. “Since they
think the wireless is going again, we can handle them more
decently.”
Andy stared out over the dark sea. To the south and astern, the
Corinthian, which could have been alongside before now, was racing
more than a hundred miles away to pursue a sound ship. He had
sent it on that pursuit. Somewhere out ahead—if the German Elbe
also had happened to hear his false S. O. S. calls and was
responding to them—was the ship which they might meet in time to
save the Cumberland’s company. The rockets constantly exploded in
the sky to attract it. Slowly, with terrible, heart-dragging counting of
the minutes while the fire gained and gained again in spite of all the
floods pumped into the hull, the half-hour passed. Still the
electricians worked over the wireless apparatus; only the rasping of
sandpapered blocks still tricked the passengers that the wireless
was working.
“Time’s up!” the second officer shut his watch. “If we’re going to
meet the Elbe, we should see her lights now.”
A cry from the point of the deck forward—light—a streaking flame
in the sky ahead. The German liner Elbe was in sight! It answered
the rockets of the Cumberland. The two ships raced on to each
other.
The fast German mail steamer, Elbe—which every one knows

was responding to an unexplained false call from the Wellington—
took off the passengers from the burning Cumberland; and, as the
crew of the Cumberland remained to fight the fire, the Elbe stood by
till the Corinthian came back from its useless chase. As the
Corinthian was a British ship of an allied line, it stayed with the
Cumberland, and finally brought it into port after the fire had gutted
the ship and burned out. Accordingly, the Elbe, with the
Cumberland’s passengers, reached New York on Saturday
afternoon, while the Corinthian was still at sea.
The arrest at New York of Roberta Leigh for her high crimes
committed in England therefore was postponed till the Corinthian
docked. But this arrest was meant to be only postponed. The British
government, thoroughly aroused to the need of decisive and drastic
measures for the suppression of the suffragist outrages, were
determined to show no quarter. The crown officers waited doggedly
for the coming of the Corinthian on Monday.
Wherefore, on Sunday night, Mr. Andrew Farnham called on Miss
Roberta Leigh at the quiet country place of one of her classmates up
the Hudson.
“Bobs,” he said, when he was alone with her, “the Britishers are in
for bitter disappointment when the Corinthian gets to quarantine to-
morrow. They’ve been oiling up the thumbscrews in the tower and
sharpening the spikes of the Iron Maiden for you. When they find
they haven’t got you, our recent acts of evasion will be kindergarten
games compared to what may be required to keep you from being
extradited. And, to confess the truth, dear, this having all but
slaughtered a shipload of people has scared me. I don’t know what
I’d find myself doing if they got after you again. So, just to protect
me, won’t you marry me now? Come on; let’s become woman and
husband!”
Roberta kissed him and laughed. “You didn’t really hurt any one.
Everybody got off the Cumberland, and the Corinthian couldn’t have
put out the fire even if it had come right away. I didn’t hurt anybody in
England; and, as for their precious old property, I told my lawyer this
morning to pay what was right for that.”
“You did that? Why?”
“I didn’t do those things for votes for women I’d never seen. I—I
did them because you made me so mad, and I wanted to show you I
didn’t care a thing about you.”
“Why?”
“Because I did—and thought you didn’t really care for me.”
“But now?”
“I know.”
“Then give me another kiss, Bobs. I’ve loved you ever since I saw
you over the garden gate and you dared me. Why did you do that?”
“Because I knew I was going to love you, I guess, and tried to
deny it.”
He held her close a long time, and their kisses no longer could be
counted. “Dear, what a dangerous thing is the mating impulse!”
“Yes; if you try to deny it.”
“Then we’re stopping that right now, aren’t we?”
“Right now!”
Wherefore upon the passenger list of the steamer for Brazil which
sailed from New York next morning appeared the names of Mr. and
Mrs. Andrew Farnham in the royal suite. By wireless, as they sailed
out to sea, they heard of the horror of the British government at
finding that the girl on the Corinthian was not Roberta Leigh, and that
the very militant suffragette again had escaped.
But, in equal sense of outrage, the suffragist leaders in England
received the news that Roberta Leigh had paid for all damage done
by her in the name of the suffrage cause.
“We have long suspected,” the chief starver for the suffrage
cause was quoted in the newspapers, “the sincerity of the suffragist
support from the young women of America. Miss Leigh has proved
by this weak reparation that her acts here were performed without
sense of conviction. It is such as she who seem to justify, to the
thoughtless, the charge that there is nothing new in principle in our
attitude toward men. Her traitorous repairing of damage which we
supposed was done in good faith will certainly cause us to be more
certain of the sincerity and conviction of other recruits in our ranks
before intrusting them with important acts of destruction. The
rumored marriage of Miss Leigh is, under the circumstances,
perfectly comprehensible, and only a final evidence of her defection.”
Transcriber’s Note: This story appeared in the February 15, 1914

issue of The Popular Magazine.
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8.1 Multiple-Choice Questions

2) Employee engagement is an important issue for HR because it ________.

5) With performance management, a close relationship exists between performance and

7) A formal system of review and evaluation of an individual or team task performance is

11) Which of the following is a problem associated with performance appraisals?

19) What is the final step in the appraisal process?

35) What is the benefit of having subordinates evaluate supervisors?

40) Managing employee performance should be a ________ process if it is to be the most

65) Which performance appraisal system is known as the rank-and-yank system?

66) Which two methods are combined in the BARS method?

72) Which performance appraisal method is most frequently criticized?

83) The basic purpose of a performance appraisal system is to ________.

84) In order to be effective, a performance appraisal system should be based on ________

87) Formally documenting performance appraisal data is primarily necessary to ________.

90) Withholding appraisal data from employees hinders their ________.

2) Performance appraisal is an ongoing process, while performance management occurs at a

3) Performance appraisal is an informal system of review and evaluation of individual or team

19) Managing performance is extraneous to a manager's daily job duties.

The fast German mail steamer, Elbe—which every one knows

Transcriber’s Note: This story appeared in the February 15, 1914

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