Question_File6_9Dec_4th

Question # 00004969 Posted By: smartwriter Updated on: 12/08/2013 03:15 PM Due on: 12/31/2013
Subject Business Topic General Business Tutorials:
Question
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91. Refer to Case 7.3. Gena’s performance improvement process emphasizes which
characteristic or strategy of an effective manager?
a) Identifying the problem.
b) Exploring the problem.
c) Directing attention to the problem.
d) Empowering the employee to deal with the problem.
e) Directing communication to the problem and not the person.
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92. Refer to Case 7.3. How does Gena’s method of giving feedback compare to the
suggestions offered in the Manager’s Notebook for giving constructive feedback?
a) Gena is effective and follows all the guidelines.
b) Gena is probably not giving employees sufficient time to vent their feelings.
c) Gena seems to be spending too much time trying to reason the employees
into seeing her perspective.
d) Gena probably communicates acceptance but shouldn’t use the “trait-type”
terms.
e) Gena doesn’t seem to offer suggestions for improvement.
Case 7.4
Sigerstad, Inc. is preparing for a large-scale performance evaluation of workers in all
departments. You are a member of the HR department and have been asked to join a
committee that will be developing the criteria. The company is very team-centered and
you need to develop appraisal criteria with teams in mind. Management has also asked
the team to prepare a training session for line managers on how to provide appraisal
feedback to employees, as well as how to perform appraisal interviews.
93. Refer to Case 7.4. The committee begins by discussing how the foci of the
appraisals should be directed. Which of the following would you suggest as the
best direction for the appraisals?
a) Only team performance should be evaluated, since team outcomes are the
basis for the firm’s success or failure.
b) Only individual performance should be evaluated, since each individual’s
performance plays a factor in the team’s success.
c) Both individual performance and team performance should be evaluated.
d) Individual performance should be the sole measure of performance for
Sigerstad’s manufacturing teams.
e) Team performance should be the sole measure of performance for Sigerstad’s
manufacturing teams.
94. Refer to Case 7.4. Mary Anne suggests that team members’ individual
performance be based upon outcome measures. You respond that:
a) outcome measures should have no place in measuring performance.
b) using behavioral measures would be a better choice, since they are easier to
observe.
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c) using outcome measures would certainly be the best choice for measuring
individual performance.
d) quantity measures should be used when determining individual performance.
e) individual performance should not be measured among team members.
95. Refer to Case 7.4. Dwayne suggests that team performance be based on outcome
measures. You respond that:
a) outcome measures should have no place in measuring team-related
performance.
b) using behavioral measures would be a better choice, since they are easier to
observe.
c) using outcome measures would certainly be the best choice for measuring
individual team members’ performance.
d) measuring the traits that team members exhibit would be a better choice.
e) it would be just as effective to simply measure each individual member’s
outcome performance.
96. Refer to Case 7.4. If team members reviewed one another, this would be an
example of:
a) self-review.
b) subordinate review.
c) peer review.
d) bribery.
e) hypocrisy.
97. Refer to Case 7.4. In order for feedback to produce worker improvement, you
suggest emphasizing which of the following to managers who will perform
appraisal interviews?
a) Directing communication at the worker’s performance rather than at the
worker.
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b) Developing an action plan and empowering employees to reach a solution in
improving performance.
c) Exploring the causes of performance problems.
d) Directing attention to causes of performance problems.
e) All of the above
TRUE/FALSE QUESTIONS
98. To determine which measurement element to use in performance appraisal, a
manager needs to examine the areas of work performed by the employee.
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99. The performance appraisal system should both praise or criticize past behavior, and
focus on the future in terms of how workers will achieve their potential in the
organization.
100. An advantage of absolute judgment appraisal formats over relative judgment
formats is that the absolute format permits comparison ratings of individual
workers in different work groups by various managers.
101. Relative ranking systems require managers to make performance distinctions
among workers even if none actually exist.
102. Absolute rating systems eliminate the common problem of relative systems of all
workers receiving similar ratings by forcing the supervisor to make objective
distinctions.
103. Colleen is appraising workers in the manufacturing department of a woodworking
shop. She ranks Horace as the most skilled woodworker, Kayla as the second most
skilled woodworker, and Eric as the least skilled of the three. Colleen is
performing an absolute judgment appraisal.
104. Trait ratings evaluate worker characteristics that tend to be consistent and
enduring. Consequently, like absolute systems, they eliminate all ambiguity and
arbitrariness in ratings.
105. The most common form of behavioral appraisal instrument tends to measure the
value rather than the frequency of rated behaviors.
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106. Like trait systems, behavioral systems are somewhat relative since the
effectiveness and frequency of an important behavior is subjectively judged by the
rater.
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107. Behavioral rating systems are generally focused on an employee’s performance,
rather than their personal characteristics.
108. Behavioral rating systems are well accepted by managers since the method aligns
with the way they think about their employees on a day-to-day basis.
109. The advantage of outcome-based appraisal systems is that they eliminate
subjectivity and potential for rater error.
110. The choice of which appraisal tool to use should be based on the purpose of the
appraisal.
111. Sudhir is evaluating Carol’s performance. Sudhir has a poor opinion of Carol
because she irritates him by asking questions and questioning his judgment in
department meetings. When the HR director reviews Carol’s performance
evaluation, he notes that Sudhir has consistently rated Carol low. The HR director
agrees in areas of judgment and tact but knows that Carol is considered one of the
department's most effective people in other areas. What the HR director notes in
Sudhir’s evaluation is the rater bias called the halo effect.
112. Yolanda tends to appraise all workers in her department at the high end of the
measuring scale. This may be due to a severity error.
113. It is important to train raters to eliminate rater errors.
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114. Liking is an emotional and conscious response on the part of employers and is
established over a long period of time.
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115. The use of a performance diary is an excellent, almost foolproof way of guarding
against the performance evaluation error called “liking.”
116. Maximizing benefits over costs is the primary goal of rational performance
appraisal.
117. Rational and political perspectives on performance appraisal differ in that the
rational approach seeks as clear a definition of worker performance as possible,
while the political perspective seeks ambiguity.
118. In team environments, experts recommend eliminating individual performance
evaluation to avoid creating rivalries within teams.
119. When evaluating individual contributions to team performance, a trait measure
should be used because it helps to eliminate rater bias.
120. When assessing the basis of a performance problem, managers should focus on
employee ability and motivation, and largely ignore situational factors, since these
are beyond the employee’s control.
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