You are on page 1of 8

The aim of performance management is to:

Consolidate goal setting. Evaluate employee's performance against standards. Ensure employee has the tools needed to perform the job. Ensure employee's performance is supporting the company's strategic aims.

The increasing use of performance management reflects:

The popularity of TQM concepts. Traditional performance appraisals are often counter-productive. Every employee's efforts must focus on helping the company achieve its strategic goals. All of the above.

Reasons for appraising a subordinate's performance include:

Appraisals play an integral role in performance management. The supervisor and the employee together develop a plan for correcting the employee's deficiencies. Appraisals play a part in the employer's salary raise decisions. All of the above.

efine the job. !repare detailed forms and procedures to be used. Appraise performance. !rovide feedbac".

The simplest and most popular technique for appraising performance is the _____ method.
Alternation ran"ing method #orced distribution $raphic rating scale Critical incident

The _____ performance appraisal method ranks the highest employees and lowest employees in alternate order.
!aired comparison Alternation ran"ing #orced distribution %ehaviorally anchored rating scale

Supervisors using the forced distribution appraisal method can protect against bias claims by:
Appointing a revie& committee. Training raters to be objective. 'sing multiple raters. All of the above.

_____ appraisal method combines the benefits of narratives! critical incidents! and quantified scales with specific behavioral e"amples of good or poor

$raphic rating scale %A() M%* +arrative

problem#s$ with management by ob%ectives is #are$ that it can:

%e time consuming. (esult in immeasurable objectives. , and +one of the above.

Rating an employee high on several traits because he or she does one thing well is called the:
Central tendency. .alo effect. %ias problem. 'nclear standards.

The problem with self&ratings is that:

)upervisors rate employees too highly. )upervisors accentuate differences and rigidify positions. Employees rate themselves higher than do supervisors. All of the above.

Supervisors can ensure that employees are satisfied with their performance appraisals by ensuring that employees:
o not feel threatened during the intervie&. .ave the opportunity to present their ideas and feelings. .ave a helpful and constructive supervisor conduct the intervie&. All of the above.

'erformance management consolidates goal setting! performance appraisal! and development into a single! common system.
True #alse

The aim of performance management is to evaluate and reward the employee's efforts.
True #alse

The concept that the employee's effort should be goal directed is at the heart of performance management.
True #alse

Setting easily achievable goals for employees defeats the purpose of performance management.
True #alse

(mployees perform on a higher level when they participate with supervisors in setting goals.
True #alse

)uman Resources is responsible for monitoring the appraisal system and preparing detailed forms and procedures.
True #alse

The simplest and most popular performance appraisal technique is the forced distribution method.
True #alse

The critical incident method is the most useful

appraisal method for making employee salary decisions.

True #alse

manager setting specific measurable goals with each employee and then periodically discussing the employee's progress toward the goals is a feature of management by ob%ectives.
True #alse

supervisor who rates an employee high on all %ob traits because the employee has good computer skills has fallen prey to the halo effect.
True #alse

Strictness or leniency of a performance appraisal can be affected by the purpose for which it is given.
True #alse

'erformance appraisal problems like bias and halo

effects can be cancelled out by using multiple raters.

True #alse

There are several reasons for appraising the performance of subordinates/ just as there are many steps in appraising performance. Accordingly/ supervisors have at their disposal several methods for conducting appraisal performance. 0ist the various methods and briefly describe them/ including the purposes of each and the advantages and disadvantages that supervisors should "eep in mind &hen selecting a particular method. To create paragraphs in your essay response/ type 1p2 at the beginning of the paragraph/ and 13p2 at the end.

4ust as managers have an array of performance appraisal methods at their disposal/ so/ too/ do they face a variety of intervie& types. 5ith each one/ ho&ever/ certain protocols should be observed to conduct the most effective and legally defensible intervie&s. +ame the four basic types of appraisal intervie&s and relate ho& to properly conduct the intervie&.