Professional Documents
Culture Documents
True/False Questions
4.2 Typically, there is only one type of behavior that has the
capacity to advance organizational goals.
(Suggested points: 2, [4.2])
4.10 The fact that there are many ways to deliver effective results
in a job is an indication that a results approach to
performance measurement might be appropriate for the job.
(Suggested points: 2, [4.6])
Multiple-Choice Questions
4.35 When poor results are due to causes beyond the performer’s
control, which approach to measuring performance is most
appropriate?
A. Trait approach
B. Results approach
C. Behavior approach
D. Orthodox approach
(Suggested points: 2, [4.10])
4.37 What are the five steps of deliberate practice that lead to
excellence?
(Suggested points: 2, [4.3])
4.41 Motivation involves three types of choice behaviors. What are they?
(Suggested points: 2, [4.3])
4.44 Activities that transform raw materials into goods and services that are
produced by an organization are called …
(Suggested points: 2, [4.5])
4.45 Activities that help with the transformation process by replenishing the
supply of raw materials, distributing its finished products, or providing important
planning, coordination, or supervision are called …
(Suggested points: 2, [4.5])
4.49 List some challenges associated with a system that emphasizes only the
measurement of traits.
(Suggested points: 2, [4.10])
4.50 Voice behavior is a type of behavior that emphasizes what three things?
(Suggested points: 2, [4.6])
4.51 Why is it important to consider cultural differences when defining and measuring
performance?
(Suggested points: 5, [4.5])
4.52 The behavior approach is most appropriate under what three conditions?
(Suggested points: 2, [4.7])
4.53 Give three examples of jobs in which the results approach would be the most
appropriate approach to performance measurement.
(Suggested points: 5, [4.10])
Answers
4.1 T
4.2 F: There are many different kinds of behaviors that have the capacity to advance
(or hinder) organizational goals.
4.3 T
4.4 T
4.5 F: The three determinants have a multiplicative relationship.
4.6 T
4.7 T
4.8 F: Many organizations now realize that there is a need to focus on both task and
contextual performance because organizations cannot function properly with a
minimum dose of contextual behaviors on the part of all employees.
4.9 T
4.10 T
4.11 F: The trait approach emphasizes the use of tools to measure stable traits such as
personality and cognitive abilities.
4.12 T
4.13 T
4.14 T
4.15 C
4.16 B
4.17 D
4.18 C
4.19 D
4.20 D
4.21 A
4.22 B
4.23 F
4.24 A
4.25 C
4.26 B
4.27 C
4.28 A
4.29 D
4.30 C
4.31 A
4.32 D
4.33 D
4.34 B
4.35 C
4.36 D
4.37 The five steps of deliberate practice that lead to excellence are:
1. Approach performance with the goal of getting better and better.
2. As you are performing, focus on what is happening and why you are doing
things the way you do them.
3. Once your task is finished, seek feedback on your performance from
expert sources, and the more the sources, the better.
4. Build mental models of your job, your situation, and your organization.
5. Repeat steps 1 through 4 continually.
4.38 Task performance is defined as activities that transform raw materials into the
goods and services that are produced by the organization and activities that help
with the transformation process by replenishing the supply of raw materials,
distributing its finished products, or providing important planning, coordination,
supervising, or staff functions that enable the organization to function effectively
and efficiently. Contextual performance is defined as those behaviors that
contribute to the organization’s effectiveness by providing a good environment in
which task performance can occur.
Both task and contextual performance are important dimensions to take
into account in performance management systems. First, global competition is
raising the effort levels required of employees. Second, many organizations are
organizing based on teams. Although some teams may not be permanent and are
formed to complete specific tasks only, the reality of today’s world of work is that
teams are here to stay. Third, contextual performance behaviors can make a
profound impact on customer satisfaction. Finally, when supervisors evaluate
performance, it is difficult for them to ignore the contextual performance
dimension, although it may not be part of the formal evaluation process. In short,
performance includes both a task and a contextual dimension.
4.39 (Answers will vary but should be aligned with the definitions of each type of
performance measure.)
The trait approach emphasizes the individual performer and ignores the
specific situation, behaviors, and results. It is best used when the organization is
undergoing a drastic restructuring, so that the organization can best allocate its
human resources across the new organizational units.
The behavior approach emphasizes what employees do on the job and
does not consider employees’ traits or the outcomes resulting from their
behaviors. This is basically a process-oriented approach that emphasizes how an
employee does the job.
The results approach emphasizes the outcomes and results produced by the
employees. It does not consider the traits that employees may possess or how
employees do the job and focuses on what is produced (e.g., sales, number of
accounts acquired, time spent with clients on the telephone, number of errors,
etc.). A results approach to measuring performance usually takes less time
because defining and measuring results usually takes less time than defining and
measuring behaviors needed to achieve these results. In fact, measuring both
behavior and results is the approach adopted by many organizations.
For example, assume an organization measures performance using results
through the management by objectives methodology. This would be appropriate if
the organization employs a highly skilled workforce, and there are several
different ways to do a job successfully. Usually, the better you do your particular
job, the better your results will be. This organization may be a metric-oriented
organization, so results are seen immediately. However, there are some elements
of performance such as a supervisor’s ability to manage that would be better
measured through the behavior method. Using behaviors would draw attention to
managers’ behaviors and put more focus on walking the talk, rather than just
fulfilling the relevant metrics.
4.40 The three determinants of performance that allow some people to perform at
higher levels than others are:
A. Declarative knowledge
B. Procedural knowledge
C. Motivation
4.42 If any of the determinants of performance are lacking, overall performance will be
lacking.
4.44 Task performance includes activities that transform raw materials into
goods and services that are produced by an organization.
4.45 Task performance includes activities that help with the transformation
process by replenishing the supply of raw materials, distributing finished
products, or providing important planning, coordination, or supervision.
4.47 Task performance and contextual performance differ in the following ways:
A. Task performance varies across jobs, whereas contextual performance is
similar across jobs.
B. Task performance is likely to be role prescribed, whereas contextual
performance is not.
C. Task performance requires skills and abilities; contextual performance
requires personality.
4.49 A system that emphasizes only the measurement of traits will face the following
challenges:
A. Traits are not under the control of individuals, and even if they try, they may
not be able to change them.
B. Employees may see the system as unfair (because of the above statement).
C. The fact that an employee possesses a certain trait does not mean that the trait
will translate into the desired behaviors and results.
4.52 The behavior approach is most appropriate under the following conditions:
A. The link between behaviors and results is not obvious.
B. Outcomes occur in the distant future.
C. Poor results are due to causes beyond the performer’s control.
Answers will vary, but they should encompass three or all of the following
circumstances.
A. Workers are skilled in the needed behaviors.