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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
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funcions de l’esglesia. Allá m’hi trobava á pleret, confortat, ditxós;
pero en entrant aquí pareixía que tot me queya á sobre. Quan la teua
mare me demaná per venir, me semblá que’l cel se m’havia obert… Y
si no hagués sigut per la pena que ella passava, lo que es per mi,
després de ma primera Missa, no hauria pas tingut en ma vida una
alegria més gran. ¡Y jo era capellá! ¡Y jo era un home! No, filla, no; lo
que deyan los antichs, las noyas ó casadas ó monjas, ¡Al convent no
s’hi está sol!
—Mes fá algun temps que vosté no pensava d’aquesta manera:

recordis que en aquest mateix quarto ¡jo li vaig demanar plorant
que’m deixés entrar en un convent! —exclamá ab visible acritut la
Montserrat, que feya estona lluytava ab un tremolor nerviós que, no
poguent deixar més grogas sas galtas, anava posant sos llavis del
color de la neu.
—Allavors m’hi vaig oposar, perque jo no autorisaré jamay un

perjuri; perque al convent no t’hi portava com á primer fí l’amor á
Deu, l’entussiasme y vocació religiosa; t’hi portava un sentiment, una
descepció; tal volta’l despit… feridas que’s curan quan las reixas son
ja tancadas per sempre més!
—Y ¿qué creu vosté que’m portaria ara al matrimoni? ¿Qué es lo que

juraria al peu del altar, jo que al veure aprop meu un home que’m pot
parlar d’amor, sento que per cent costats, s’obra sanguejant dins de
mon cor la ferida que á un mateix temps ha anoreat en mi goigs,
desitjos, esperansas, il·lusions y fins apar que vida y sentiments y
joventut? —exclamá la Montserrat ab amargor impossible de
descriure.
Mossen Jaume se deixá caure consternat en sa cadira de brassos, de
la que feya un instant acabava d’aixecarse, y, dirigint á la noya una
mirada trista, desconhortada, exclamá com pera sí mateix ab tó de
penosa reconvenció:
—¡Pobreta! ¡Y jo que ja no’n feya esment! ¡Y jo que la creya curada!

Antecedents.
En los començaments de sa carrera eglesiástica Mossen Jaume
regentava la rectoría de Larrua, quan ab lo nombrament de rector
definitiu rebé una carta de moltas planas de la sua germana Teresa,
casada feya sis anys ab un corredor real de Cambis, anomenat
Maurici Gil, establert á Madrit, ahont lo matrimoni havia viscut
desde son casament.
La carta, com hem dit, era llarga, molt llarga, y Mossen Jaume la llegí
repetidas vegadas ab los ulls negats de llágrimas y ab alguns colps de
puny donats sobre la taula, al arribar á sa darrera plana. Més sense
aixecarse de la cadira en que l’havia llegida, prengué la ploma, y
depressa, sense vacilacions ni correccions de cap mena, n’escrigué
una de molt curteta, que ell en persona aná á tirar al correu. A la
tornada, se’n pujá á las habitacions del primer pis, las hi doná una
mirada inquisitorial y, cridant á la majordona, li innová en pocas
paraulas, que dins de pochs dias li arrivaria de Madrit la seua
germana, ab una nevodeta de quatre anys y que per lo tant,
disposava que’s desembrasés la cambra ahont ell dormia, més gran,
més alegre y més ben acondicionada que las restants de la casa, pera
arreglarla per las novas forasteras. Envá la majordona li objectá que
l’habitació que donava era bon tros mellor que la qu’éll tindria, á la
que s’hi havia de pujar per dos esgrahons, á més d’esser bon xich més
petita y ferhi més fret á l’hivern y més calor á l’estíu; pero’l rector
persistí en sa idea y ab fort neguit de la majordona, per no sapiguer,
si la estada d’aquesta germana á la que pareixia que Mossen Jaume
volia tan obsequiar, seria definitiva ó transitoria, lo quarto quedá
arreglat ab un llit de matrimoni, una calaixera y cónsola de caoba, ab
bonichs adornos daurats, perfidiosament ennegrits pels anys y mitja
dotzena de cadiras encoixinadas de domás vermell igual á las
cortinas del balcó y de l’alcova, lo que ab dos grossos sillons, dos
tamborets y un gran cuadro pintat al oli, representant á la Verge dels
Dolors, ab lo seu Fill als brassos, completava aquest antich mobiliari,
que per anys enrera havia estat l’ornament de la cambra nupcial dels
pares de Mossen Jaume Villadó.
Quinze dias després, un vespre envers als entorns de Totsants, arrivá

de Madrit Da. Teresa ab sa filleta Montserrat, sens més equipatje que
dos mundos y un gros bagul.
Venia senzillament vestida ab un trajo de cassimir color tabaco, un

saquet d’abrich del mateix color y un sombrero de forma petita,
cubert ab un vel de un tó més fosch que’l trajo. Son port era modest,
pero en la distinguida manera de vestir sa esbelta figura,
s’endevinava á una dama que portava son senyorio, adquirit desde’l
bressol.
La nena, ab una tuniqueta de color blau fosch, brodat de trenzillas

vermellas y un barret de castor de amplas alas, devall del que’s
descapdellavan com una madeixa d’or los abundosos rulls de sa
cabellera rossa, pareixia arrancada d’una página d’una Ilustració
inglesa ó alemanya. La Sra. Gil portava en son rostre, de faccions
finas y simpáticas, la expresió d’una pena concentrada y de la salut
perduda; la nena, mirava esporuguida á la sua mare que plorava, á
son oncle que la prenia en sos brassos, y á las foscas parets del
menjador de la casa rectoral, tristament il·luminada per un quinqué
de petroli.
Quan hagueren pres una tassa de caldo y una copeta de ví ranci,

Mossen Jaume que tenia verdaders desitjos de trovarse á solas ab la
seua germana, prengué ab recansa de la criada, la grossa palmatoria
de llautó, pera ensenyar á las seuas hostes la cambra que’ls hi havia
destinada.
—Ja ho veus —digué á Da. Teresa, aixecant enlayre lo llum á fi

d’iluminar d’un colp tot lo quarto— ets á casa teua: lo llit, es lo dels
nostres pares; los mobles, los de sa cambra, nupcial: lo nostre estatje
de nins, ahont apar que hi aleteja encara aquella tendra mare nostra,
que tant nos recomenava que fossim sempre dos cors en un!… Pensa
que tornas á set anys enrera… res ha passat, més que’l plaher pera mí
de trovarme ab una familia que tant anyorava… que…
Los sanglots de la jove senyora, aumentant ab més forsa á cada nova

paraula del seu germá, interromperen á aquest, qui li digué aixugant
las llágrimas que apesar seu s’escorrian també per sas enmorenidas
galtas:
—¡Vaja, com més parlariam, pitjor! No vull que ’t trastornis, ni que’m

contis res. Ja m’ho has dit tot ab la teua carta… Sosségat; pósat ab
comoditat y arregla aquesta pobre criatura, que sense compassió
l’estém esverant. Mira sovint á aquest cuadro que tens dessobre la
calaixera y que representa á la Verge dels Dolors; Ella, que’ls va
sufrir tots, que alentá á la nostra mare á sobre-portarne tants,
t’ajudará també á aconhortarte dels teus… Vaja, ja has plorat próu. Al
costat del llit, hi tens una campana pera trucar á la minyona… Dorm,
y ja veurás com ab l’ajuda de Déu te resignas; y com ab la claror del
sol, te semblarán aquestas parets menos tristas…
Donya Teresa volgué parlar; pero verament los plors ofegaren sa veu
y Mossen Jaume, convençut que de moment la soletat fora mellor
baume que las paraulas, l’abrassá com ho hauria fet lo pare més
carinyós, besá á la nena y sortí.
Lo temps era’l més trist del any: los dias curts, ploviscosos, lo cel
cendrós, las fullas grogas y caygudas, empaytantse dessobre’l fanch;
los camps herms, las serras cubertas d’una capa violada, la mar com
un ondat mantell d’un vert plomisch, rodolant y batent damunt la
platja, ab una remor sorda, trista, igual, acompassada; l’hort de la
rectoria ple d’arbres sense fullas, mostrant al descobert son enfilall
de brancas secas y nuhosas; las salas de la casa, plenas d’una claror
blanca, que las inundava de melangia, las campanas tocant sovint á
morts per algun vell ó xacrós, qual fí havia apressat la cayguda de la
fulla: pareixia que tot s’aplegava pera vessar sa tristesa, que’s
reflectia ab tota sa negra amargor en la cara d’aquella pobre
forastera, que en vá s’esforsava en mostrarse animada al menys
devant del seu germá, qui, al revés d’aquesta, no sabia com amagarli
lo pler que li donava tenirla al seu costat y veure revolotejar á son
entorn, com un papalló de dauradas alas, ó com un raig de sol que tot
ho alegra, á la petita Montserrat, qui als tres dias de ésser a la
rectoria sabia un per un tots los recons de la casa y tots los arbres del
hort que guardavan encara alguna pèra verda ó madura per cullir.
A las criaturas los passa tot devant dels ulls com las vistas d’una
llanterna mágica, fixant sols s’atenció en lo darrer que veuhen: la
nena se trobava donchs á son pler en la sua nova casa y ab aquell
oncle, que ab sa picardia d’infant conegué desseguida, que se’l havia
fet tot seu. Viva com una centella, parlava ab bonich accent lo
castellá que habia sentit al seu pare y al poble en que havia nascut, y’l
catalá en quina llengua li havia enrahonat sempre la seua mare y que
als quinze dias d’ésser á Larrua, intercalava ja, ab gran fruició del seu
oncle ab mots peculiars dels pobles de la costa.
—¿Fa que si la mamá plora sempre, se posará malalta?
—¿Oy, que si vosté vá á Barcelona, per un parey de dias, se m’hi

endurá? ¿Fa que ja ho som vist tot lo d’aquest poble?
Mossen Jaume esclafia una grossa rialla y la Montserrat parava

l’orella ab més atenció, per veure si recullia una nova paraula, pera
posar en lo seu forá repertori.
Un vespre, á l’hora en que Da. Teresa ficava á la noya al llit, Mossen

Jaume s’ensopegá á passar per la sala del costat y sentint á la nena
que resava, s’aturá fins á la porta del quarto en lo moment en que
aquesta deya:
—Ara’l parenostre per l’ánima del papá…
—¡Li has dit qu’era mort! —exclamá Mossen Jaume, que sobtat per lo
que acabava de sentir, no repará de moment en lo conflicte en que
posava á la seua germana, á la qui una flamarada de carmí li pujá fins
al blanch dels ulls, fentli repetir ab exaltada energia:
—¡Mort! ¡Mort! ¡Mort! per sempre més.
—Es clar, dona, —feu Mossen Jaume, que en un instant se posá en

situació— es clar, que ho es per sempre més! Perque’ls morts, filleta
—digué dirigintse á la Montserrat que l’escoltava bon xich estranyada
— no tornarán fins al dia del Judici, en que Nostre Senyor vindrá
pera judicar als vius y als morts. Per aixó tu has de procurar ésser
sempre ben bona minyona; perque’l bon Jesús te trobi aquell dia ab
lo vestidet blanch de que l’esglesia revestí á la teua ánima ab lo
baptisme. ¡Vaja! resa; resa; que las oracions dels nins, son las que
més plauhen á la Verge y al seu santíssim Fill.
La tardor passá molt llarga per Da. Teresa; los dias y las vetllas no se
li acabavan may en aquella quietut y ab aquells quefers sempre
iguals: més l’hivern apesar de sos dias tristos y son rossegall de neus,
li pareixé menos llarch, puig Mossen Jaume sense compassió á sa
tristesa y fins á sa poca salut, li aná apilotant una ocupació sobre
un’altra; la feu sagristana del Santíssim, dels Dolors, de Sant Joseph
y del altar de las ánimas; li feu revisar un xafé de comptes, que,
segons ell tenia molta necesitat d’aclarir; li demaná qu’arreglés y
posés en órdre los calaixos d’ornaments de la sacristia y per fí, fins li
encarregá que li tragués apuntes que ell molt necessitava del Criterio
de Balmes, d’algunas obras de Santa Teresa de Jesús, de Fray Luis de
Leon y d’una infinitat d’autors, qu’ella no coneixia, que de primer
moment apenas li semblava compendre, pero que á forsa de llegir,
anava entenent y que sens que ella se’n donás compte, ab molta més
facilitat li feyan arribar á l’hora de ficarse al llit.
Quan á la vinguda de la primavera, Mossen Jaume la sentí donar al
jardiner diferentas órdres per arreglar l’hort de la casa, se digué á si
mateix:
—La pobra Teresa no s’aconsola de sa pena, pero s’hi acostuma…
Las primeras calors del Juliol feren desganar á la petita Montserrat é

inundaren ab un aixám de forasters lo poble de Larrua. Molts dels
que hi tenian casa de propietat y que per lo tant hi anavan á la
temporada d’estiu, acostumavan á fer una visita al senyor rector. L’
any que per primera volta hi hagué donya Teresa, ella junt ab lo seu
germá, rebé las visitas que’ls feren, pero fóu sols Mossen Jaume, qui
las torná, alegant que la salut verament delicada de la seua germana
que durant l’hivern havia hagut de fer llit per atachs de reuma al cor,
la impedia de tornarlas.
La senyora Gil, no vegé donchs als forasters que estiuhejavan á

Larrua, més que la vegada que anaren á visitarla á la rectoria y en la
Missa baixa que’s celebrava á los dias de festa á la parroquia; á
escepció de la familia Bach, que per ésser tan vehins, que’ls horts de
abduas casas sols estavan separats per una prima paret de mahons
d’un metro d’alçada, tenian ab lo rector majors graus d’intimitat
que’ls demés forasters.
Per aquella época en Bach, que treballava ab tot son vigor en sa

botiga de mantegayre, no tenia cap tracte ab los forasters que anavan
á Larrua: precisat per lo desganament de las criaturas, á tréurelas á
fora á l’estíu y per ordre del metje, á férlas péndre banys de mar,
comprá la torreta del carrer dels Avellaners, á la que’ls primers dias
de Juliol, pujava donya Francisqueta ab los petits, y á la que’l marit,
sols anava los dissaptes al vespre, pera entornárse’n ab lo primer
tren del dilluns.
Com los Bachs sols eran considerats per los forasters, com uns
botiguers acomodats, donya Francisqueta, que apesar de no possehir
una gran penetració tenia lo convenciment de que la Crème que
anava al Balneari no intimaria ab ella, se concretá á viure
completament aislada de la gent, ja que uns no li acomodavan per
massa senyors, ni los altres per massa menestrals. Y tal volta per aixó
mateix la senyora Bach estava extraordinariament cofoya de la
coneixensa del rector, ab la que s’enorgullia molt més que per las
virtuts del sacerdot, per los antiquissims pergamins de la seua
noblesa, que apesar de que l’interesat fins pareixia que ho amagava
com un defecte, era coneguda de tothom, lo que estufava á la
mantegayre y li feya aumentar sos esforsos pera conreuar una
amistat que relativament á Mossen Jaume, era sols com á titol
d’agrahiment á las atencions de que era objecte per part d’eixa
familia, que no descuydava ocasió d’obsequiarlo, un dia ab una plata
de crema feta per donya Francisqueta, que segons ella mateixa deya
hi tenia una má de monja; un altre, ab un flam, que ni fet de
confiteria; un altre, ab un gran tros de tortell del Forn de San Jaume,
que en Bach havia portat de Barcelona y que no era pas possible que
menjés la familia, sens que la primera part deixés d’enviarse á la
rectoria. Mossen Jaume agrahia los obsequis que li feya aquella bona
gent, com ell los deya, y si be pera no diferenciarse de la conducta
que observava ab tothom, no haventhi malalts, no’ls visitava més
qu’una sola volta durant la temporada, los rebia en sa casa ab
afectuosa franquesa, y al ésser á l’hivern, tenia bon cuydado de
enviarlos, en paga de sos obsequis, un bon present del tossino que
matava.
En aquest estat de cosas, pot suposarse ab la pressa que donya

Francisqueta, passá á la rectoria tan bon punt sapigué en ella la
presencia de donya Teresa, una senyora de debó, y los oferiments de
tota mena, que com amiga y com á vehina li feu y los petons y
agasajos de que fou objecte la petita Montserrat. Mes la germana de
Mossen Jaume era extremadament poch enrahonadora y si be la vá
rebre ab l’atenció d’una persona educada, la conversa no s’animá,
fins á parlarse del desmenjament de la nena y de lo molt que’l metje
li havia recomenat que la fes sortir á passeig. La cosa no podia ser
més felis pera donya Francisqueta, que sabía receptas de sobras pera
fer tornar la gana; remeys, que los mateixos metjes ignoravan; pero
que á ella y al seu marit y als seus fills, y á quantas personas los
havian probat, los hi havian reeixit ab resultats admirables.
Donya Teresa li doná las gracias: no pensava probar més que l’aygua
d’una font que’l metje li havia indicat que hi portés la nena; y que
ella, tenia temensa fos lluny ó tingués costas massa pesadas pera son
estat de salut.
La senyora Bach, no la deixá acabar ella coneixia de sobres aquesta

font, á la que durant tot lo passat estíu hi havia portat totas las tardes
als nens; un lloch deliciós, plé de vejetació, ab una aygua de ferro
capás de fer menjar á un mort, y, sobre tot, á un paratje ahont casi
may s’hi trobava ningú; ahont no anavan tots aquells mitjos senyors
del Balneari, sachs de vanitat y molts d’élls, ab més deutes que
diners. Ja estava arreglat; y aquest gust no li havian pas de quitar;
totas las tardes, quan ella aniria á la font á berenar ab los seus nens,
entraria a buscar á donya Teresa y á la Montserrat; si la senyora Gil,
per no trobarse bé ó per altre motiu, no hi podia anar, ella se n’hi
enduria la nena, que cuydaria més qu’als seus propis fills.
Donya Teresa ho consultá ab lo seu germá.
—Ja li pots deixar —digué ab senzillés Mossen Jaume— son una bona
gent, honradota y franca. Ella es una infelissa. Lo que te al cor, te á la
boca. ¡Y no n’estará poch de cofoya de poguer dir que se’n porta á la
nevoda del rector… y d’un rector que es noble! —afegí Mossen Jaume
ab un somriure de compassió.
A las cinch d’aquella mateixa tarde donya Francisqueta, aná ab los

seus tres fills, un noy de set anys y duas nenas més petitas, la
Teresina y l’Adela, á cercar á la Montserrat, que després d’haver
passat tot un hivern sens apenas eixir de la casa y sens haver jugat ab
cap criatura de la seua edat, paresqué que verament se tornava folla
d’alegria, tal era sa animació y goig al corre per camps y boscos ab
gent de la seua mida.
Donya Teresa hi aná molt pocas vegadas. Son pit delicat, no podia ab
las costas que era precís pujar per anar á la font; y després la
conversa d’aquella bona senyora que sols sabia parlar dels mils que
tenian y de lo molt més que podria portar sombrero élla que moltas
de las senyoras que’l rumbejavan pel Balneari, li pesava y l’aburria.
Per altra banda, com donya Francisqueta, tret d’aquestas dérias, se
menjava á petons á la Montserrat, y, com als seus mateixos fills, no li
donava l’aygua que no estés desassuada, y li posava un mocadoret al
coll la tarde qu’al retornar de la font fresquejava, y, sobre tot, la nena
havia recobrat los colors y la gana, donya Teresa, encara que s’hauria
estimat més déure aquestos obsequis á personas de altres
condicions, los hi agrahia y apesar del seu carácter un xich sech y no
despossehit de certa natural altivesa, s’esforsava en manifestarli lo
molt fondament que li estimava, l’interés que per la seua filleta se
prenia.
Las primeras frescas del Octubre, despullaren de forasters lo poble

de Larrua. Moltas familias anaren á despedirse á la rectoria,
planyentse de que una senyora jove y de las condicions de Da.
Teresa, no hagués volgut ni una sola vegada assistir á las moltas
festas, concerts y reunions qu’havia donat la colonia forastera, la que
no s’havia oblidat may de ferli la corresponent invitació. La senyora
Gil s’escusá ab sa salut delicada, que sols li permetia assistir á las
funcions d’esglesia; y li semblá que’s treya un pés de sobre quan
s’acabaren las visitas de despido, en que havia hagut d’usar de tota la
diplomacia d’un ministre de negocis extrangers pera evadir las
moltas preguntas que á ella no li semblá bé de satisfer. Y tal volta per
aquest motiu, havian sovintejat las personas que al trobar per los
carrers del poble á la nena acompanyada de la majordona, no havian
reparat en aturarla, preguntantli entre petó y petó:
—Y donchs, monada. ¿Ahont tens lo teu papá?
—¡Es á Madrit, mort! —contestava la nena fent un saltiró y

escabullintse d’aquellas senyoras que apenas coneixia, y que
s’allunyavan dihentse unas ab altras:
—¡Ah! es que es viuda!…

Los frets, al treure de Larrua als nens de la familia Bach y obligar á
tancar portas y balcons, desatinaren á la Montserrat, que,
enjogassada y travessa, no parava de fer entremaliaduras y raresas al
trobarse reclosa dins las quatre parets de la rectoria.
—Las monjas, m’han dit ja moltas vegadas, perque no’ls hi enviavam

la nena al col·legi —digué un dia Mossen Jaume á la seua germana,
vegent á aquell belluguet que tancat dins del menjador semblava una
rateta engaviada— jo crech que ella estaria allí més distreta;
comensaria á apéndre alguna cosa; y á tú ’t deixaria ab tranquilitat
algunas horas al dia.
La Montserrat era’l únich raig de sol que il·luminava las neus que
voltavan la vida d’aquella pobra dona, y encara que sols fos per pocas
horas, li semblá que era un nóu dolor lo separarse d’ella, pero
Mossen Jaume insistí, y la nena aná á la escola.
Cap á las darrerias de Febrer, l’armari de pisa del menjador de la

rectoria s’omplí de taronjas: era precís cullirlas tan bell punt
groguejavan, per tréurelas de las manetas de la Montserrat, que las
feya caure á colps de canya y se las menjava ab tanta abundancia que
arribaren á ferli mal. Donya Teresa doná ordre á la minyona pera que
de cap manera n’hi deixés menjar. Més una tarde al arribar del
col·legi la Montserrat, no veyent á la sua mare que estava en lo
despaig ab Mossen Jaume, digué á la majordona:
—¡Dom taronja pera berenar!
—No n’hi há —digué desde la cuyna la criada— ja ’t donaré xacolate

crua.
—No vull xacolate ¡vull taronja!
—Pero si ’t dich ¡que no n’hi há!
—Jo las veig á l’armari…
—Donchs la teua mamá no vol que te’n dongui ¡y no te’n donaré!
—¡Munda, dom taronja, sinó!…
—Sinó ¿qué? ¿qué farás? feu la minyona tota picada, sortint cap al
menjador.
—¡Tafoy! ¡Retafoy! —cridá la Montserrat, exasperada, enfilantse en

una cadira del costat del armari— trencaré un vidre y’m menjaré
totas las taronjas que trovi! y tú ¡Mira! —y la endiastrada criatura, al
dir la última paráula, feu onejar las duas manetas sobre’l nás posant
lo dit xich de la dreta tocant ab lo gros de la esquerra.
—¡Reyna Santíssima! —exclamá donya Teresa, sortint al menjador y

agafant violentament á la nena per un bras— are mateix, ¡desseguida
vull que’m digas qui t’ha ensenyat aquestas paraulas tan lletjas y
aquestos gestos de pillet! ¡de xicot de carré! Desseguida, desseguida,
vull que ho digas. ¡Dolenta! ¡Lletja! ¡Mal educada! —Y com donya
Teresa acabés la filípica ventantli una bofetadeta, la Montserrat se
desfeu en un mar de llágrimas, que la seua mare, després d’haverlas
fetas corre, tingué bons trevalls pera aixugar, encara que tot dihent:
—Be, no ploris més, pero digam d’ahont has tret aquestas cosas tan
lletjas!
—La… a… a… noya… a… a… a… de ca’n Peró, m’ho va… a… a… dir y
m’ho… o… o… va fer á mí, en lo col·legi… i… i… i… l’altra tarde,
perque jo no li volia… a… a… donar una estampa… a… a… a!…
—¡Ja m’ho temia jo al tenir que enviar á aquesta criatura á una escola
de poble! —exclamá donya Teresa tan sentida del cas, com de la
bofetadeta que s’havia vist obligada á donar á aquella criatura que
tant estimava.— Jo no ho vull dir pas per las monjas —prosseguí
veyent la cara fosca del seu germá qui l’escoltava— ¡pobras senyoras!
¡Ellas no hi tenen cap culpa!… pero las criaturas aprenen tant
d’educació ab las mestras com ab las companyas que tenen… y aquí
no’n podrá tenir may d’altras. ¡Válgans Déu! ¡Válgans Déu! Si’ls
nostres pares vejessen á una neta seua, á una Villadó educantse
d’aquesta manera! —afegí donya Teresa, que ni pérduas ni penas
desarrelavan d’ella los ressabis de sa noblesa.
Mossen Jaume no torná resposta: més l’endemá digué que li calia

anar á Barcelona ahont tal volta hi tendria d’acabar la setmana.
Dos dias després tornava’l bon sacerdot á Larrua, dihent á la seua

germana que la nena quedava admesa de interna en lo col·legi del
Sagrat Cor de Sarriá. Sols calia arreglarli la roba blanca y los trajos
d’uniforme, pera portarli avans del primer de mes. Ho havia parlat
ab lo seu intim amich lo Dr. D. Pau Valls que era prop parent de la
superiora del Sagrat Cor y tot estava arreglat.
Donya Teresa quedá glassada: li semblá que ab una má de ferro li

oprimian fortament lo cor. ¡Separarse de la seua filla qu’era sa vida,
sa alegria, son tot!… Y no obstant, moltas vegadas quan no podia ni
somniar que la Montserrat pogués educarse en tan aristocrátich
col·legi, ella hi pensava, com lo non plus ultra de las seuas
aspiracions maternals… Ella envejava á las mares que tenian
suficient fortuna pera ferhi educar las seuas fillas… Més vejentho
com un impossible, tan sols hi havia vist la part bonica; la separació
que allavors li semblava un no res, al tenir que realisarla, se li
apareixia com la més gran de las crueltats. Pero no era pas possible,
ni tan sols insinuarho al seu germá, que s’havia afanyat en fer los
passos; que s’havia cregut donarli una alegria y que ab sa senzillés
habitual li havia dit:
—¡Arreconariam massa diners ab la nostra vida metódica y

arreglada! ¿No han de ser per ella los nostres estalvis? Donchs ab res
podrém donárloshi mellor que ab una bona educació. Allá s’instruirá
de debó ¿y qui sab anys á venir si’ls coneixements que allí adquireixi,
poden servirli pera guanyarse la vida? Aixís com aixís, tampoch no li
podriam deixar cap capital; ja sabs que á mí, tenintlos al calaix, no
me’n deixan surar gayres y val més que li assegurem una part de dot
en la inteligencia, que aquesta no estará exposada á quiebras.
Donya Teresa no tingué donchs més remey que amagar la seua pena
y preparar las robas pera tancar á la nena.
Aquella primavera fou horrorosa pera la pobre mare. Bastant

sacrifici feya’l seu germá, en l’import de la mensualitat, y no era pas
cosa de aumentar gastos, anantla á veure tan sovint com lo seu desitj
ambicionava. Una volta cada dos mesos, los dos germans se
permetian lo luxo d’anar á véurela. Pero ¡y qu’eran llargas aquellas
vuyt setmanas! Lo sol aumentant las horas del seu regnat de llum
sobre la terra, feya los jorns interminables. La pobra donya Teresa,
cada matí al despertarse comptava los dias que li mancavan, primer
per sa visita al col·legi, després pera la época de vacacions, que entre
las llágrimas de sa anyoransa, la veya com los antichs israelitas, la
desitjada terra de promissió. ¡Ay si en aquellas horas de ferrenya
tristesa no haguessin acudit á sa memoria, sens ella mateixa
donarsen compte, las ideas y fins las paraulas que, trayent apuntes
pera’l seu germá, s’havian introduhit en son cervell, de las obras
filosóficas de Balmes, del Pare Kempis y sobre tot de la hermosa y
consoladora obra de Monsenyor Gaume Esta vida no es la vida!
Tota aquesta literatura, que ella no havia conegut fins allavoras, que
en un principi no sols trová pesada, sinó que algunas voltas fins li
semblá inintiligible, en sos moments de major tristesa, abocava á sa
imaginació exaltada una de sas máximas plenas de ciencia de la vida,
de coneixement en las lluytas del cor humá, d’aspiracions á la eterna
benaventuransa, fentli pera sas penas l’efecte d’una rosada copiosa,
que amorosia la cremor que en son esperit combatut hi havian obert
la devoradora flama de la gelosia, de las decepcions y d’una
continuada adversitat… La ferida estava oberta; pero la sanch que
d’ella s’escorria, l’axugava la resignació cristiana, ab consols donats
per inteligencias, que tot havent conegut tal volta per experiencia
propia las amargors de la terra, la forsa d’una fé sens duptes ni
vacilacions de cap mena,’ls havia ensenyat á mostrar ab tota sa
divinal esplendidesa las eternas benaventuransas del cel.
La Montserrat, aná creixent y desarrollant sas gracias físicas, á l’hora

que sos coneixements intelectuals. Al acabar los cursos, los premis
adquirits en honrosas lluytas col·legials, omplian la humil rectoria de
Larrua, curullant de goig lo cor de Mossen Jaume y fent apareixer un

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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.

Més de duas voltas, durant la llarga esplicació de Mossen Jaume, la

—¡Vaja, oncle; estich resolta; no’m vull casar! ¿Quí’l cuydaría á

Mira, jo vaig abrassar ab tot entussiasme la carrera religiosa, y

—Mes fá algun temps que vosté no pensava d’aquesta manera:

—Allavors m’hi vaig oposar, perque jo no autorisaré jamay un

—Y ¿qué creu vosté que’m portaria ara al matrimoni? ¿Qué es lo que

—¡Pobreta! ¡Y jo que ja no’n feya esment! ¡Y jo que la creya curada!

Quinze dias després, un vespre envers als entorns de Totsants, arrivá

Venia senzillament vestida ab un trajo de cassimir color tabaco, un

La nena, ab una tuniqueta de color blau fosch, brodat de trenzillas

Quan hagueren pres una tassa de caldo y una copeta de ví ranci,

—Ja ho veus —digué á Da. Teresa, aixecant enlayre lo llum á fi

Los sanglots de la jove senyora, aumentant ab més forsa á cada nova

—¡Vaja, com més parlariam, pitjor! No vull que ’t trastornis, ni que’m

—¿Fa que si la mamá plora sempre, se posará malalta?

—¿Oy, que si vosté vá á Barcelona, per un parey de dias, se m’hi

Mossen Jaume esclafia una grossa rialla y la Montserrat parava

Un vespre, á l’hora en que Da. Teresa ficava á la noya al llit, Mossen

—Ara’l parenostre per l’ánima del papá…

—Es clar, dona, —feu Mossen Jaume, que en un instant se posá en

—La pobra Teresa no s’aconsola de sa pena, pero s’hi acostuma…

Las primeras calors del Juliol feren desganar á la petita Montserrat é

La senyora Gil, no vegé donchs als forasters que estiuhejavan á

Per aquella época en Bach, que treballava ab tot son vigor en sa

En aquest estat de cosas, pot suposarse ab la pressa que donya

La senyora Bach, no la deixá acabar ella coneixia de sobres aquesta

Donya Teresa ho consultá ab lo seu germá.

A las cinch d’aquella mateixa tarde donya Francisqueta, aná ab los

Las primeras frescas del Octubre, despullaren de forasters lo poble

—Y donchs, monada. ¿Ahont tens lo teu papá?

—¡Es á Madrit, mort! —contestava la nena fent un saltiró y