Question_File6_9Dec

Question # 00004966 Posted By: smartwriter Updated on: 12/08/2013 03:08 PM Due on: 12/31/2013
Subject Business Topic General Business Tutorials:
Question
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1. Which of the following is a comprehensive list of the functions in performance
assessment?
a) Identifying, measuring, and managing human performance in organizations.
b) Identifying, determining, and implementing human performance in
organizations.
c) Performing an employee assessment based either on relative or absolute
judgments.
d) Performing an employee assessment based upon both relative and absolute
judgments.
e) None of the above
2. A manager is in the process of deciding how effective or ineffective an employee’s
behavior has been. This manager is in the _____ stage of the performance appraisal
model.
a) identification
b) measurement
c) management
d) design
e) performance improvement
3. Emma is thinking through the future evaluation of her employees. Right now she is
determining what specific areas of each employee’s work she should evaluate.
Emma is in the process of:
a) measuring performance to make a judgment about how good or bad that
performance is.
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b) identifying areas of job performance that should be evaluated.
c) managing the work process.
d) assessing.
e) evaluating performance.
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4. The most common use of performance appraisals is:
a) for compliance with EEO regulations.
b) to justify employee terminations.
c) to improve organizational performance.
d) to make administrative decisions.
e) to manage employee performance.
5. Khalil is assigning numbers to reflect an employee’s performance in relation to
particular dimensions of the employee’s job. Khalil is in the ______ stage of the
appraisal process.
a) identification
b) measurement
c) performance management
d) performance improvement
e) design
6. When it comes to the performance appraisal process:
a) it is most commonly conducted twice a year.
b) over 60% of employees surveyed feel they are treated fairly.
c) most HR professionals find the process unsuccessful.
d) most companies use a team-based process, combining trait and outcome
measurements.
e) it has become less important in recent years due to the increased use of
teams.
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7. Billy will be appraising employees at H.R.T., Inc. He is
compiling a list of aspects by which he will measure the employees. Billy is
compiling:
a) dimensions of job performance.
b) measurement standards.
c) relative judgments.
d) absolute judgments.
e) none of the above
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8. Job performance dimensions are:
a) behavioral standards that employees should display.
b) aspects of performance that determine effective job performance.
c) a way to eliminate rater bias in the performance appraisal.
d) the relative judgments that a rater makes about an employee’s job
performance.
e) job appraisals conducted in businesses that are greatly influenced by
organizational politics.
9. One of your managers returns from a management seminar all excited about
using a relative judgment system for performance appraisals. He asks you for your
opinion about the value of such systems. You tell him that:
a) it forces supervisors to differentiate between employees.
b) it helps managers to make judgments based on performance criteria.
c) it permits a qualitative evaluation of employee performance.
d) it will help managers to measure things like decisiveness, reliability, etc., all
keys to success.
e) such a system will allow managers to assess the results or outcomes of
performance.
10. A pitfall of using relative judgments for performance appraisal is that:
a) they cannot clearly show how great or small the performance differences
between the employees are.
b) employees may receive the same ratings if they all perform their jobs equally.
c) they force appraisers to make judgments based solely on performance
standards.
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d) relative judgments are focused on the individual, not on the individual’s
performance.
e) relative judgments are less defensible in court than other appraisal
instruments.
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11. Your CEO is considering using a relative judgment system for your company’s
performance appraisal program. She asks you about the disadvantages to such a
system, and you tell her that:
a) it is not uncommon for all employees to receive the same or very similar
evaluations from their manager.
b) this system is based on subjective, relative judgments that do not differentiate
how good or bad each employee’s performance is.
c) it is not uncommon for evaluation criteria or standards to differ among
managers.
d) this system does not measure job-relevant behavior.
e) it is a very time-consuming process.
12. A firm implementing a relative judgment performance appraisal system would
most likely experience which of the following?
a) The ability to compare employees across the business.
b) Increased cooperation among employees.
c) The ability to determine the relative degree of difference in performance
between employees.
d) Managers tending to group employees into two categories when evaluating
performance.
e) Increased employee satisfaction with the performance appraisal process.
13. You are discussing changing your performance appraisal system with your
executive management team. The VP of Operations would really like to be able to
compare employees working for different managers in different areas of the
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plant. The best appraisal system for this would be a(n):
a) ranking system.
b) relative system.
c) absolute system.
d) behavior-based system.
e) outcome-based system.
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14. A benefit of using an absolute judgment performance appraisal system over a
relative judgment appraisal system is that:
a) relative judgments do not force raters to make distinctions between employees
where none may exist, as absolute judgments do.
b) when using absolute judgments, raters can give employees equal ratings when
their performances are equally good. When relative judgments are used, raters
must make performance distinctions between employees.
c) absolute judgments tend to create conflict between employees, relative
judgments do not.
d) relative systems are easier to defend legally than are absolute systems.
e) people naturally make absolute judgments. It is less typical for them to make
relative judgments among other people and things.
15. A disadvantage of an absolute judgment performance appraisal system is that:
a) it forces managers to make distinctions among employees when there aren’t
any.
b) it creates conflict among employees as they compete for the best rating.
c) employees tend to be grouped into two categories by managers.
d) it is hard to defend legally.
e) it is difficult to maintain equity across managers.
16. Unlike relative judgment-based systems, absolute judgment systems:
a) do not create conflicts among employees.
b) are simpler to use.
c) help managers make clearer distinctions between employees.
d) focus attention on the person rather than just on performance.
e) help managers identify behavior that directly contributes to organizational
success.
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17. An appraisal system that focuses on individuals, rather than any other factor is
a(n):
a) absolute system.
b) behavioral system.
c) relative system.
d) trait-based system.
e) outcome-based system.
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18. Which of the following is an example of a trait that may be discussed by a trait
appraisal instrument?
a) Decisiveness.
b) Quality of work.
c) Reliability.
d) Quantity of work.
e) a and c
19. The traits that are most often assessed by trait appraisal instruments are:
a) unrecognizable to people who are not trained raters.
b) highly defined so that raters can avoid conscious or unconscious bias.
c) focused on worker characteristics that are only displayed in stressful job
situations.
d) enduring and consistent worker characteristics.
e) often the cause of racial bias in the workplace.
20. Bob wants to focus this year’s employee assessment interviews on discussing the
traits each employee displays. You tell him that:
a) though providing feedback to employees on trait-based judgments is often very
encouraging to employees, it should be avoided since it is more expensive than
providing feedback in other performance areas.
b) providing feedback on trait-based judgments is highly personal, and since it
is an evaluation of the employee rather than the employee’s performance, he
should avoid doing so.
c) trait-based judgments should never be a part of performance appraisal, so there
would be no feedback with which to provide employees.
d) providing feedback on employees’ performance outcomes would do essentially
the same thing.
e) providing feedback on trait-based judgments is very important for boosting
the morale of the employees.
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21. Shawn is reviewing a performance appraisal instrument with a scale of 1-10.
Each number has a descriptive statement next to it, from 1 (rarely explains
expectations or gives direction when assigning work) to 10 (makes expectations
clear, asks questions when giving direction, listens to employees’ questions). This
is an example of a(n):
a) trait-based appraisal instrument.
b) MBO appraisal instrument.
c) outcome-based appraisal instrument.
d) behavior-based appraisal instrument.
e) relative judgment appraisal instrument.
22. Trait-based performance appraisal systems are most similar to:
a) outcome-based performance appraisal systems.
b) behavioral-based performance appraisal systems.
c) MBO-based performance appraisal systems.
d) relative judgment performance appraisal systems.
e) absolute judgment performance appraisal systems.
23. The most common form of behavior appraisal instrument is:
a) Management by Objective.
b) a behaviorally anchored rating scale.
c) a behavioral observation scale.
d) a situational interviewing form.
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e) trait scales.
24. The critical incident technique can be used to create _______ rating scales.
a) relative-judgment based
b) trait-judgment based
c) outcome-based
d) behavior-based
e) all of the above
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25. A company designs a performance evaluation process that evaluates the value of
specific employee behaviors. The company is using a(n):
a) outcome-based system.
b) relative judgment system.
c) trait-based system.
d) behavioral-based system.
e) mikoshi-type performance system.
26. A drawback of a behavior-based performance appraisal system is:
a) the difficulty of choosing what behaviors to evaluate from the hundreds
available.
b) distorting worker performance levels.
c) developing a “results at any cost” mentality.
d) being too ambiguous, and open to bias.
e) managerial resistance to this approach as an unnatural way to evaluate
performance.
27. A significant drawback of outcome-based performance appraisal systems is:
a) they can lead to a “results at any cost” mentality.
b) it is very time consuming to set the criteria up.
c) managers resist this approach as an unnatural way to evaluate performance.
d) they are open to bias.
e) the standards are too ambiguous.
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28. MBO, management by objective, performance appraisal systems are:
a) trait-based performance systems.
b) absolute performance appraisal systems.
c) an outcome-based approach to performance appraisals.
d) behavioral-based appraisal systems.
e) none of the above
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29. A pitfall of using an outcome appraisal instrument is that:
a) the system uses ambiguous criteria that may be viewed differently by different
raters.
b) it forces raters to make distinctions between employees where none may truly
exist.
c) it is likely to encourage employee conflicts.
d) it may give a distorted view of worker performance levels.
e) outcomes are difficult to rate since they are relative judgments.
30. The best overall performance appraisal in any circumstance:
a) is a behavioral-based system.
b) doesn’t exist. There is no one best system.
c) is a combination of a ranking system and a behavioral system.
d) is a relative system because it generally provides better results than an
absolute system.
e) is a trait system because it focuses on the individual.
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  1. Tutorial # 00004757 Posted By: smartwriter Posted on: 12/08/2013 03:10 PM
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