Question 1

Performance management is:&#10;A) An additional burden to managers&#10;B) Requires information software&#10;C) Is a process that makes use of existing systems and procedures&#10;D) Focused on the management of staff

Accepted Answer

Performance management is a process that uses existing systems and procedures to manage and improve employee performance. It is not necessarily an additional burden to managers, nor does it require information software. Although it does focus on managing staff, this is not a defining characteristic of performance management.

Question 2

The acronym MASTER stands for&#10;A) Measurable, Action oriented, Significant, Time-bound, Ends focused and Realistic&#10;B) Manageable, achievable, social, technological, efficient and rational&#10;C) Marketing, accounting, science, technology, economics and religion&#10;D) Members Association for Sport, Training, Exercise and Recreation

Accepted Answer

The MASTER acronym is commonly used in goal-setting to ensure that goals are specific, measurable, action-oriented, significant, time-bound, ends-focused, and realistic. This helps to ensure that goals are well-defined and achievable within a set timeframe while also being relevant to the overall direction of the individual or organization. B, C, and D are not commonly used definitions for MASTER in this context.

Question 3

The performance management process starts with:&#10;A) Objectives&#10;B) plans&#10;C) operations&#10;D) evaluation

Accepted Answer

The performance management process usually starts with setting clear objectives and goals for employees or teams. This helps to establish performance expectations and key performance indicators that will be used to evaluate the individual or team's performance later on.

Question 4

The 4 aspects of the Balanced Scorecard are&#10;A) Finance, Marketing, Human resources, Governance&#10;B) Customer satisfaction, Internal business processes, Organisational capacity, Financial/stewardship&#10;C) Objectives, plans, operations and evaluation&#10;D) Basic, Entry, Plus and Stretch

Accepted Answer

The Balanced Scorecard framework consists of four specific perspectives; customer satisfaction, internal business processes, organisational capacity, and financial/stewardship. These perspectives help to provide a more balanced view of an organisation's performance beyond just financial measures. Option A lists some functional areas, while Option C and D do not accurately describe the facets of the Balanced Scorecard.

Question 5

We need to measure performance because:&#10;A) It helps to manage staff&#10;B) It monitors how the strategy is going&#10;C) It allows more resources to be negotiated&#10;D) All of the above.

Accepted Answer

All of the given choices are valid reasons to measure performance. By measuring performance, one can manage staff by identifying areas for improvement and providing feedback, monitor how the strategy is going by seeing if it is being executed properly and achieving desired outcomes, and negotiate for more resources by providing performance data to demonstrate the need for additional support. Therefore, all of the options are correct.

Question 6

The 3 lens approach to HRM should:&#10;A) Meet the needs of an increasingly diverse workforce&#10;B) Create organisational cultures that empower individuals and groups&#10;C) Provide an inward and outward focus&#10;D) All of the above

Accepted Answer

The 3 lens approach to HRM includes a focus on diversity, empowerment, and an inward/outward perspective. Therefore, all three options (A, B, and C) are correct and the best choice is D, which includes all of them.

Question 7

Which of the following is not considered to be a high performing work practice, as defined by the PPO model of sporting success:&#10;A) Peak Purpose&#10;B) Peak Profit&#10;C) Peak Flow&#10;D) Peak Practices

Accepted Answer

The PPO model of sporting success emphasizes four high performing work practices, namely Peak Purpose, Peak Flow, Peak Practices, and Peak Performance. Peak Profit is not considered to be a high performing work practice according to this model.

Question 8

Which of the following approaches to HRM, take into account the need to consider the External Environment?&#10;A) The Warwick Model&#10;B) The 'Normal-Lens' Approach&#10;C) The Harvard Model&#10;D) The 'Zoom-Lens' Approach

Accepted Answer

The Warwick Model of HRM explicitly considers the external environment, including economic, political, and cultural factors, in shaping HR strategies and practices.

Question 9

A key player in the development of related 'Workforce Development Plans' in sport is:&#10;A) The Lawn Tennis Association&#10;B) The English Cricket Board&#10;C) The Football Association&#10;D) SkillsActive

Accepted Answer

SkillsActive is the Sector Skills Council for Active Leisure, Learning and Wellbeing, and has a key role in developing related 'Workforce Development Plans' in sport. The other options, including the Lawn Tennis Association, English Cricket Board, and Football Association, may have input into these plans, but SkillsActive plays a broader role in the development and implementation of workforce development strategies across the sports sector.

Question 10

Given the current context, there are likely to be more opportunities for employment in which of the following sector:&#10;A) The Voluntary Sport Sector&#10;B) The Commercial Sport Sector&#10;C) The Public Sport Sector&#10;D) The Third Sector

Accepted Answer

The current context favors the Commercial Sport Sector as it has the potential to generate revenue through events, advertising, sponsorship, and other related activities. The other sectors may face challenges in terms of government funding cuts or reduced donations due to economic uncertainty.

Deck 6: Human Resource Management and the Business of Sport and the Management and Measurement of Organisational Performance