Deck 6: Learning and Performance Management

Question 1

Punishment is a strategy to cultivate desirable behavior by either bestowing positive consequences or withholding negative ones.

Answer 1

False

Question 2

Because punishment is discomforting to the individual being punished, it can bring about negative psychological, emotional, performance, or behavioral consequences, especially when applied too often.

Answer 2

True

Question 3

Poor performance may also stem from an employee's displaced anger or conflict with the organization or supervisor.

Answer 3

True

Question 4

Individual reward systems encourage cooperation, joint efforts, and the sharing of information and expertise.

Question 5

The planning component of goal setting consists of interim reviews conducted by managers and employees and formal performance evaluation.

Question 6

Individual reward systems indirectly affect individual behavior and encourage competition within a work team.

Question 7

Reward and punishment decisions affect only the people receiving the consequence.

Question 8

Success in the mentoring relationship depends on openness and trust.

Question 9

Mentor relationships go through three phases: initiation, cultivation, and separation.

Question 10

360-degree feedback is based on a single source of information to improve accuracy of performance appraisals.

Question 11

Performance management is the evaluation of a person's performance.

Question 12

Distinctiveness is a cue indicating the frequency of behavior over time.

Question 13

Reward allocation involves sequential decisions about which people to reward, how to reward them, and when to reward them.

Question 14

Which of the following statements is true of learning?

A)​It helps improve customer relations.
B)​It helps guide and direct motivated behavior.
C)​It leads to increased employee engagement.
D)​It minimizes the need for performance evaluations.

Question 15

The 360-degree feedback method provides a well-rounded view of performance from superiors, peers, followers, and customers.

Question 16

The notion of entitlement at work enhances the power of earning.

Question 17

Formally assigned mentors from higher up in the organizational hierarchy are always more effective guides than supervisors and coworkers.

Question 18

In the context of the key characteristics of an effective appraisal system, reliability means capturing multiple dimensions of a person's job performance.

Question 19

The behaviorist approach to learning assumes that:

A)​punishment and extinction enhance desirable behavior.
B)​learning begins with cognitive activity.
C)​observable behavior is a function of its consequences.
D)​behaviors followed by positive consequences are less likely to recur.

Question 20

Executive coaching is increasingly used to outsource the business mentoring functions.

Question 21

Individuals with high self-efficacy believe that they:

A)​have the ability to get things done.
B)​control what happens to them.
C)​compliment individuals who give them positive feedback.
D)​engage in more organizational citizenship behaviors.

Question 22

Aisha, a manager at Zappo Inc., rewards her subordinates for consistent good performance.Which of the following approaches does she use?​

A)​Positive reinforcement
B)​Observational learning
C)​Classical conditioning
D)​Organizational citizenship behavior

Question 23

At Bling Clothing, the managers and employees regularly interact with each other.They carry out negotiations to ensure that the goals of the organization and the goals of the employees are met.This approach is an instance of _____.

A)​management by exception
B)​organizational behavior modification
C)​intermittent scheduling
D)​management by objectives

Question 24

Mike, the CEO of SwifTech, rewards and punishes his employees based on their performance.Which of the following behavior modification approaches does Mike follow?

A)​Classical conditioning
B)Observational learning​
C)​Modeling learning
D)​Operant conditioning

Question 25

In the context of reinforcement theory, _____ are the results that a person finds attractive or pleasurable.

A)​theoretical frameworks
B)​positive consequences
C)​negative consequences
D)​learning models

Question 26

Which of the following statements is true of reinforcement theory?

A)​It holds that punishment and extinction diminish undesirable behavior.
B)​It minimizes the need for performance evaluations.
C)​It emphasizes collective performance rather than individual performance.
D)​It is the best method to improve the accuracy and validity of performance evaluation.

Question 27

The _____ is central to the design and administration of organizational reward systems, which are a key factor in attracting and retaining top employees.

A)​equity theory
B)​contingency theory
C)​reinforcement theory
D)​goal setting theory

Question 28

Which of the following statements is true of specific and challenging goals?

A)​They provide opportunities for feedback about goal progress.
B)​They focus attention on exactly what will be accomplished and inspire peak performance.
C)​They enhance measurability.
D)​They use measures like the number of complaints or the frequency of compliments.

Question 29

_____ builds on the natural reaction of an unconditioned response to an unconditioned stimulus.

A)​Operant conditioning
B)​Classical conditioning
C)​Reinforcement
D)​Learning

Question 30

_____ is the most effective when used in conjunction with the positive reinforcement of desirable behaviors.

A)​Extinction
B)​Reinforcement
C)​Punishment
D)​Contingency

Question 31

Ali, a manager at Westfort Inc., reduces the pay of his subordinates when they fail to achieve their targets.Which of the following approaches does he use?

A)​Reinforcement
B)​Punishment
C)​Extinction
D)​Contingency

Question 32

The _____ component consists of organizational and individual goal setting, two essential and interdependent processes.

A)​assessment
B)​forecasting
C)​planning
D)​evaluation

Question 33

Which of the following is true of goal setting?

A)​It helps improve customer relations.
B)​It leads to increased employee engagement.
C)​It improves role clarity.
D)​It minimizes the need for performance evaluations.

Question 34

Which of the following best describes intuitors?

A)​They are individuals that prefer analysis of data and information.
B)​They are individuals that prefer interpersonal involvement.
C)​They are individuals that prefer specific, empirical data.
D)​They are individuals that prefer theoretical frameworks.

Question 35

Which of the following statements is true of measurable, quantitative goals?

A)​They provide opportunities for feedback about goal progress.
B)​They focus attention on exactly what will be accomplished and inspire peak performance.
C)​They enhance measurability.
D)​They concentrate on an individual's internal expectancy to perform a specific task effectively.

Question 36

In the context of Albert Bandura's social learning theory, Bandura asserts that learning:

A)​is central to the design and administration of organizational reward systems.
B)​is the process of modifying behavior by following specific behaviors with positive consequences.
C)​indirectly guides and motivates behavior.
D)​occurs when we observe other people and model their behavior.

Question 37

Classical conditioning has limited applicability to human behavior in organizations because:

A)​humans are more amenable to simple cause-and-effect conditioning.
B)​humans are less complex than other animals that respond to classical conditioning.
C)​the human capacity for decision making can override simple conditioning.
D)​the behavioral environments in organizations are very amenable to single stimulus-response manipulations.

Question 38

Which of the following statements is true of the planning component?​

A)​Interim reviews are conducted by managers and employees and formal performance evaluation.
B)​Employees challenge the supervisor's ideas about future development and expressing their own goals.
C)​Effective performance reviews must be tailored specifically to the business.
D)​Individuals and departments develop operational and tactical plans to support the corporate objectives.

Question 39

_____ employs three types of consequences: financial reinforcement, nonfinancial reinforcement, and social reinforcement to shape behavior in a variety of organizations.

A)​Organizational citizenship behavior
B)​Task-specific self-efficacy
C)​Management by exception
D)​Organizational behavior modification

Question 40

Which of the following is a source of task-specific self-efficacy?

A)​Persuasion from other people
B)​Positive consequences
C)​Assessment of past emotional capabilities
D)​Low self-confidence

Question 41

Briefly explain internal and external attributions.

Question 42

Briefly describe the attribution theory.

Question 43

Attributions are formed based on:

A)​feedback from coworkers.
B)​whether informational cues are low or high.
C)​objective and accurate opinions provided by managers.
D)​openness and trust in the workplace.

Question 44

_____ is a cue indicating the frequency of behavior over time.

A)​Consistency
B)​Consensus
C)​Distinctiveness
D)​Similarity

Question 45

In the context of defining performance, performance appraisal:

A)​involves defining and measuring performance.
B)​is the result that a person finds attractive or pleasurable.
C)​does not influence promotion or demotion.
D)​is the evaluation of a person's performance.

Question 46

Briefly distinguish between positive and negative reinforcement with the help of a job-related example.

Question 47

_____ emphasizes collective performance rather than individual performance and is enhanced by employee involvement programs.​

A)​Management by objectives
B)​Management by exception
C)​Organizational citizenship behavior
D)​Task accomplishment

Question 48

The notion of entitlement at work:

A)​engenders active, responsible behavior.
B)​engenders passive, irresponsible behavior.
C)​rests on a direct link between performance and rewards.
D)​increases the positive value in the organizational reward system.

Question 49

In the context of rewarding performance, reward allocation:

A)​involves sequential decisions about which people to reward, how to reward them, and when to reward them.
B)​can bring about negative psychological, emotional, performance, or behavioral consequences, especially when applied too often.
C)​provides opportunities for feedback about goal progress.
D)​focuses attention on exactly what people have accomplished and how to reward them.

Question 50

Supervisors should start coaching and counseling sessions:

A)​with critical feedback.
B)​that begin with the core concern.
C)​with something positive.
D)​that are general and non-specific.

Question 51

The first step in the performance measurement process is:

A)​rewarding positive performance behaviors.
B)​measuring performance.
C)​defining performance in behavioral terms.
D)​assessing the impact of performance behaviors.

Question 52

Which of the following is a criticism of self-evaluations?

A)​They decrease the commitment to goals.
B)​They make the evaluation interviews more defensive.
C)​They often conflict with supervisory evaluations.
D)​They make the evaluation interviews less constructive.

Question 53

Briefly describe the informational cues based on which attributions are made.

Question 54

_____ means evaluating fairly against established criteria, regardless of individual differences.

A)​Validity
B)​Reliability
C)​Flexibility
D)​Equitability

Question 55

Which of the following is true of 360-degree feedback?​

A)​It deteriorates the accuracy of performance appraisals.
B)​It is based on multiple sources of information.
C)​It involves feedback from peers instead of superiors.
D)​It fails when the management and performance feedback components are separated.

Question 56

Briefly describe individual reward systems and team reward systems.

Question 57

Validity, one of the key characteristics of an effective performance appraisal system, means:

A)​capturing multiple dimensions of a person's job performance.
B)​staying open to modification based on new information.
C)​allowing the person being evaluated to have some input.
D)​evaluating fairly against established criteria, regardless of individual differences.