B.

Assessment
involves the collection of information, followed
Myers-Briggs Type indicator
by the provision of feedback to employees about
themselves, including Assessment Center
information about their behaviors, learning or Benchmarks
communication styles, aptitudes Performance appraisals
or skills. Upward feedback
360-degree feedback system
Myers-Briggs Type
Indicator
It is the most popular psychological test used for employee
assessment and development.
The MBTI identifies individuals’
preferences for:
1. Energy: introversion versus extroversion
2. Information gathering: sensing versus intuition
3. Decision making: thinking versus feeling
4. Life-style: judging versus perceiving
Assessment Center
-refers to a process involving multiple raters or assessors on multiple
exercises or activities. The entire process is us usally conducted off-
site. It is used to identify if employees have the personality
characteristics, administrative skills, and interpersonal skills needed
for managerial jobs.

The types of exercises used in assessment centers:

Leadership group discussion a team of five to seven employees must
work together to solve an assigned problem within a certain time
period.
In-basket is a simulation of the administrative tasks of the manager’s
desk.
Role plays participants take the part or role of a manager or other
employee.
 Benchmarks
It is an instrument designed to measure
key factors in being an effective manager.
Performance Appraisal
and 360-Degree
Feedback System
Performance appraisal is the process of measuring
employees’ performance.
Upward feedback the appraisal process involves
collecting subordinates’ evaluations of managers’
behaviors or skills.
360-degree feedback process (see figure 9.1) is a
special version of the upward process. Employees’
behavior or skills are evaluated not only by
subordinates but also by peers’ customers, their boss
and themselves.
Benefits of 360-degree feedback include collecting multiple
perspectives of managers’ performance, allowing employees to
compare their own personal evaluation with the views of others,
and formalizing communications between employees and their
internal and external customers.
Potential limitations of 360-degree feedback systems include the
time demands placed on the raters to complete the evaluation,
managers seeking to identify and punish raters who
provided negative information, the need to have a facilitator to
help interpret results, and companies’ failure to provide ways
that managers can act on the feedback they receive.