Deck 7: Managing Employee Performance

Question 1

The relationship between satisfaction and performance is stronger for jobs that are very simple.

Answer 1

False

Question 2

Affective commitment is a desire to stay with the organization because the costs of leaving outweigh the benefits.

Answer 2

False

Question 3

The central tendency error in observing performance refers to consistently rating groups of employees as all high performers,or as all low performers.

Answer 3

False

Question 4

According to a survey of employees in Fortune 500 companies,both managers and employees really like performance evaluations.

Question 5

Normative commitment represents an emotional attachment to the organization.

Question 6

Research shows that individuals who possess higher affective commitment are less likely to quit but more likely to be lower performers.

Question 7

An organizational cynic is someone who is inherently critical or negative.

Question 8

A common mistake in performance management occurs when managers exclusively pay attention to employee results.

Question 9

Efficiency refers to the results an employee achieves.

Question 10

Attitudes are appraisals or evaluations of people,objects,or events.

Question 11

Objective assessment includes methods based on results or impartial performance outcomes.

Question 12

Task performance is also known as organizational citizenship behavior.

Question 13

Good managers should distribute rewards and punishments fairly.

Question 14

A forced ranking technique is used to correct the halo effect.

Question 15

Good assessment of future potential and current performance focuses on behavior and actual results,not traits or personal characteristics.

Question 16

The most common form of relative assessment is known as a graphic rating scale.

Question 17

Affective commitment is less about commitment and more about a feeling of being "handcuffed" to the organization.

Question 18

The best managers know that they get rewarded for what their employees do,not for what managers do.

Question 19

Having a strong attitude correlates well with behavior that is consistent with that attitude.

Question 20

Topgrading is a forced distribution relative assessment technique.

Question 21

________________ of employees is generally considered to be "the bottom line" for most managers.

A)Task performance
B)Citizenship behavior
C)Behavioral performance
D)Organizational behavior
E)Contextual performance

Question 22

The first step of the performance management cycle is to:

A)choose the right person for the right job.
B)assess performance.
C)recognize and reward achievement.
D)make reassignment decisions.
E)provide feedback on performance.

Question 23

Star performers tend to prefer working in environments that reward team rather than individual performance.

Question 24

Keenan,a day shift supervisor for a paper products manufacturer,checks the weekly production sheets,noting quality and quantity figures for each employee.This action demonstrates Bruce Tulgan's management basic:

A)make clear performance statements.
B)set measurable goals and hold people accountable for those goals.
C)distribute rewards and punishments fairly.
D)provide clear feedback about performance and improvement.
E)accurately monitor and evaluate work performance.

Question 25

Good performance evaluation feedback focuses on the problem rather than the person.

Question 26

_____________ refers to the amount of resources that an employee dedicates to attain the results he/she achieves.

A)Topgrading
B)Conscientiousness
C)Effectiveness
D)Expertise
E)Efficiency

Question 27

The term "problem employee" is used to denote an employee who,after repeated feedback interventions,has not improved performance.

Question 28

Skill deficiency is the only performance problem category for which training is a solution.

Question 29

____________ commitment represents an emotional attachment to the organization.

A)Contextual
B)Normative
C)Behavioral
D)Affective
E)Continuance

Question 30

Good feedback includes a description of the behavior and its impact on self or others.

Question 31

When the manager is putting in more effort than the problem employee to correct the problem,reassignment or termination is likely appropriate.

Question 32

A consultative coach dispenses advice,instructs,and prescribes.

Question 33

Which of the following is a myth of performance management?

A)Most people are miserable at accurately judging others' behavior.
B)Performance management is mostly common sense.
C)Poorly administered feedback can lead to decreased performance.
D)Performance management is beneficial to all.
E)The primary responsibility for managing others' performance lies with managers.

Question 34

____________ commitment is a desire to stay with the organization because the costs of leaving outweigh the benefits.

A)Contextual
B)Normative
C)Behavioral
D)Affective
E)Continuance

Question 35

A common mistake in performance management occurs when managers pay attention to ___________ exclusively.

A)attitudes
B)behaviors
C)results
D)skills
E)abilities

Question 36

Effective feedback includes a statement regarding ways to improve the behavior toward performance.

Question 37

Which of the following statements is the best comparison between absolute and relative assessment standards?

A)Absolute is subjective.Relative is objective.
B)Relative is subjective.Absolute is objective.
C)Absolute compares an employee's performance to a "model." Relative compares an employee's performance with another employee's.
D)Relative must be used in conjunction with other measures.Absolute should be used alone.
E)Absolute standards are simpler than relative.

Question 38

Maintaining a persistent focus on fairness in the performance management process is a hallmark of a good manager.

Question 39

Topgrading is most likely effective in:

A)group-oriented cultures.
B)team-based performance groups.
C)oil producing and management companies.
D)organizations that attract average workers,not superstars.
E)highly competitive cultures.

Question 40

With regard to the star performers,fairness in distributing performance rewards is achieved by providing equal rewards.

Question 41

Ronald,a mid-level manager,resents the time it takes to manage subordinates' performance.He comes up with a great technique.He notes how often an employee arrives late for work in the morning or returns late from lunch or breaks.He judges all aspects of employee behavior based on promptness (good)or tardiness (bad).What technique should be employed to correct the kind of performance observation error Ronald has made?

A)Use a ranking technique.
B)Use a forced distribution technique.
C)Get other raters involved in the process.
D)Require Ronald to maintain the time logs over the entire rating period.
E)Train Ronald to time more effectively.

Question 42

Dr.Ruben gave feedback to MBA presentation teams in his course.Which of the following statements provided feedback most effectively?

A)"You guys are great! That was an awesome presentation."
B)"That was so confusing.Where did you get your undergraduate degrees?"
C)"You need to handle questions more professionally."
D)"Your presentation looked disorganized.Use the same slide format throughout."
E)"I especially liked your esprit de corps."

Question 43

Jack Silver,head of software development and maintenance for a large financial institution,has had a very bad week.He sighs as he looks at his calendar.Tomorrow is Wednesday.He had a great weekend,golfing with his buddies.That ended at 11 a.m.on Monday morning when he found his star employee,Tracy,waiting outside his office when he arrived at work.Jack smiled and ushered her into his office."How's everything? Great weather this weekend,wasn't it?" Tracy sputtered incoherently as he gestured for her to sit in a side chair.Jack looked concerned,"Is anything wrong? Are your children OK? You don't look so good.Have you been sleeping OK?" Tracy handed him a sealed envelope,took a deep breath and said,"I have been here for 67 hours straight,trying to work out the network meltdown that happened Friday afternoon.I have asked you for months for an assistant,for enough additional gear to make the system redundant,for training for the rookies you gave me last year.I give up." Jack handed her a cup of coffee and fiddled with the sealed envelope.He looked alarmed as he said,"You have always been my go-to girl.I can count on you to fix anything around here.Other people,like Jeff,need more money,more time,and more people to get the job done.You do a fantastic job with almost nothing! What do you need this time? To get the system back up?" Tracy said,"The system is up.For now." Jack smiled,"See.You are the best! That's what that banner at the recognition banquet said,'TRACY IS THE BEST!!!' So,we are good to go?" The smile faded as he opened the envelope.Jack looked confused."You quit? Today? After all I have done for you?" Tracy placed her keys gently on Jack's desk,"I am out of here.I already talked to human resources and got clearance to remove all my stuff.I officially gave you four week's notice.I am taking four of the weeks of carryover vacation I have not been able to take while working for you." After Tracy left,Jack sat quietly,polishing his favorite golf club for a long time.Then he walked over to Millie's office in human resources.Please refer to this scenario for the following question.
Why did Tracy quit?

A)The work was too challenging.
B)The environment was too stable.
C)Tracy was overmanaged.
D)Jack never expressed his appreciation of her efforts.
E)Jack did not treat his employees fairly.

Question 44

Use expert coaching when:

A)the employee is a novice and needs structure provided.
B)work output can wait.
C)past attempts to solve the problem have failed.
D)many factors are involved.
E)one solution will not fix everything.

Question 45

Why do managers use multiple sources of data for performance evaluation?

A)To save time.
B)To satisfy legal requirements.
C)To save money.
D)To cross-train employees.
E)To confirm or disconfirm their observations.

Question 46

Jack Silver,head of software development and maintenance for a large financial institution,has had a very bad week.He sighs as he looks at his calendar.Tomorrow is Wednesday.He had a great weekend,golfing with his buddies.That ended at 11 a.m.on Monday morning when he found his star employee,Tracy,waiting outside his office when he arrived at work.Jack smiled and ushered her into his office."How's everything? Great weather this weekend,wasn't it?" Tracy sputtered incoherently as he gestured for her to sit in a side chair.Jack looked concerned,"Is anything wrong? Are your children OK? You don't look so good.Have you been sleeping OK?" Tracy handed him a sealed envelope,took a deep breath and said,"I have been here for 67 hours straight,trying to work out the network meltdown that happened Friday afternoon.I have asked you for months for an assistant,for enough additional gear to make the system redundant,for training for the rookies you gave me last year.I give up." Jack handed her a cup of coffee and fiddled with the sealed envelope.He looked alarmed as he said,"You have always been my go-to girl.I can count on you to fix anything around here.Other people,like Jeff,need more money,more time,and more people to get the job done.You do a fantastic job with almost nothing! What do you need this time? To get the system back up?" Tracy said,"The system is up.For now." Jack smiled,"See.You are the best! That's what that banner at the recognition banquet said,'TRACY IS THE BEST!!!' So,we are good to go?" The smile faded as he opened the envelope.Jack looked confused."You quit? Today? After all I have done for you?" Tracy placed her keys gently on Jack's desk,"I am out of here.I already talked to human resources and got clearance to remove all my stuff.I officially gave you four week's notice.I am taking four of the weeks of carryover vacation I have not been able to take while working for you." After Tracy left,Jack sat quietly,polishing his favorite golf club for a long time.Then he walked over to Millie's office in human resources.Please refer to this scenario for the following question.
Which one of Bruce Tulgan's management basics pinpoints Jack's mismanagement of Tracy?

A)Make clear performance statements.
B)Hire the right person for the job.
C)Accurately monitor and evaluate work performance.
D)Provide clear feedback about performance and improvement.
E)Distribute rewards and punishments fairly.

Question 47

Equity,equality,and need are potential frames for:

A)allocating rewards.
B)defining processes.
C)sharing responsibilities.
D)demonstrating respect.
E)disparate treatment.

Question 48

Which of the following actions induces the best performance and commitment from star performers?

A)Use a hands-off approach
B)Hire selectively
C)Provide a comfortable,stable work environment
D)Give sporadic performance feedback
E)Assign team projects with less competent workers

Question 49

Use consultative coaching when:

A)federal regulations dictate the solution to the problem.
B)there are "right" answers to the problem.
C)time pressure is critical.
D)the problem continues to reappear.
E)the employee is a novice and needs to be given a lot of structure.

Question 50

Once hired,an employee should be retained for a long period of time even if performance remains below standard.Is this statement correct?

A)Yes.Co-workers appreciate the job security evident for all employees in the retention of a poor performer.
B)No.The problem employee may lose out on an authentic opportunity to succeed somewhere else.
C)Yes.Managers have more resources to devote to other projects.
D)No.Poor performers should be terminated quickly,especially if the person was transferred from a different job inside the organization.
E)Yes.Work culture is reinforced with this type of acknowledgement of reality.

Question 51

Which of the following statements best defines the goal of managing employees for growth and development?

A)Help people solve their own problems more effectively.
B)Build capacity for failure in subordinates.
C)Reduce pressure on employees.
D)Eliminate dilemmas from work life.
E)Remove stress from the work equation.

Question 52

Which of the following is the final step in a performance improvement discussion?

A)Agree on the problem
B)Reinforce improvement
C)Mutually discuss problem solutions
D)Identify resources needed for improvement
E)Create a timeline

Question 53

Ross,a mid-level manager,resents the time it takes to manage subordinates' performance.He comes up with a great technique.He notes how often an employee arrives late for work in the morning or returns late from lunch or breaks.He judges all aspects of employee behavior based on promptness (good)or tardiness (bad).What kind of performance observation error has Ross made?

A)Halo effect
B)Leniency
C)Central tendency
D)Recency
E)Primacy

Question 54

Which of the following statements about mentoring and coaching is true?

A)Coaching is focused on long-term development.
B)Both coaching and mentoring are focused exclusively on day-to-day performance.
C)Mentors are typically not the employee's direct supervisor.
D)The relationship between mentor and protégée is the same as the relationship between employee and supervisor.
E)Mentoring is focused directly on job performance.

Question 55

Which of the following statements should be part of a problem employee termination meeting?

A)"I know this is probably hard for you.It is hard for me too."
B)"Are the kids doing well in school?"
C)"Did you receive that shipment from the overseas supplier yesterday? Not having that part holds up the whole production process.We will have a really hard time making our number this quarter if it has not arrived."
D)"After we finish our meeting here,you may use the outplacement center in Building B for the next three months to make phone calls,prepare résumés,whatever you need."
E)"Hey,how about that basketball game?"

Question 56

One of the principles of good performance management feedback is:

A)be general.
B)focus on the person rather than the problem.
C)maximize comparison to others.
D)focus on the past.
E)avoid absolutes.

Question 57

Artie gave each of his employees a holiday bonus.The amounts ranged from $100 to $100,000,based on the percentage of contribution of that employee to corporate base revenue.This action is an example of the ________ rule of reward allocation.

A)equity
B)equality
C)need
D)respect
E)divisive

Question 58

Jack Silver,head of software development and maintenance for a large financial institution,has had a very bad week.He sighs as he looks at his calendar.Tomorrow is Wednesday.He had a great weekend,golfing with his buddies.That ended at 11 a.m.on Monday morning when he found his star employee,Tracy,waiting outside his office when he arrived at work.Jack smiled and ushered her into his office."How's everything? Great weather this weekend,wasn't it?" Tracy sputtered incoherently as he gestured for her to sit in a side chair.Jack looked concerned,"Is anything wrong? Are your children OK? You don't look so good.Have you been sleeping OK?" Tracy handed him a sealed envelope,took a deep breath and said,"I have been here for 67 hours straight,trying to work out the network meltdown that happened Friday afternoon.I have asked you for months for an assistant,for enough additional gear to make the system redundant,for training for the rookies you gave me last year.I give up." Jack handed her a cup of coffee and fiddled with the sealed envelope.He looked alarmed as he said,"You have always been my go-to girl.I can count on you to fix anything around here.Other people,like Jeff,need more money,more time,and more people to get the job done.You do a fantastic job with almost nothing! What do you need this time? To get the system back up?" Tracy said,"The system is up.For now." Jack smiled,"See.You are the best! That's what that banner at the recognition banquet said,'TRACY IS THE BEST!!!' So,we are good to go?" The smile faded as he opened the envelope.Jack looked confused."You quit? Today? After all I have done for you?" Tracy placed her keys gently on Jack's desk,"I am out of here.I already talked to human resources and got clearance to remove all my stuff.I officially gave you four week's notice.I am taking four of the weeks of carryover vacation I have not been able to take while working for you." After Tracy left,Jack sat quietly,polishing his favorite golf club for a long time.Then he walked over to Millie's office in human resources.Please refer to this scenario for the following question.
Did Jack coach Tracy?

A)No.The relationship was more mentor-protégé than coach.
B)Yes.He mentioned the rest of the team in the discussion.
C)No.Tracy was a high performer.Coaches only work with low performers.
D)No.He did not ensure the availability or ready attainability of proper resources.
E)Yes.He overmanaged and micromanaged Tracy's work.

Question 59

Should peers evaluate each other as part of a performance management system?

A)No.They do not really know what the other is thinking.
B)No.They may "play" the system,depending on how much they like or dislike co-workers.
C)Yes.They have the best strategic sense of the organization's goals and plans.
D)Yes.It creates a morale boost if a competent but unpopular co-worker faces disciplinary action.
E)No.That is never part of a realistic job function.

Question 60

In their book,First,Break All the Rules,based on research by the Gallup Corporation,authors Marcus Buckingham and Curt Coffman argue about the reasons for the inefficiency in organizations.Based on their assumptions,what is the message to managers?

A)People can learn competence in any area they choose.
B)People's greatest area for growth lies in their personal weakness.
C)Problem employees should be retrained.
D)Problem employees should be reassigned to new managers in the same division.
E)Problem employees should be divested.

Question 61

Discuss some of the common errors in observing performance.How can they be corrected?

Question 62

"A year back you were performing great,but then your performance suddenly dropped and has not improved since.You seem lazy and incompetent.You need to be more like Tyler,your co-worker and our group's star performer." Assess this managerial feedback in light of the critical elements of an effective feedback.

Question 63

Jack Silver,head of software development and maintenance for a large financial institution,has had a very bad week.He sighs as he looks at his calendar.Tomorrow is Wednesday.He had a great weekend,golfing with his buddies.That ended at 11 a.m.on Monday morning when he found his star employee,Tracy,waiting outside his office when he arrived at work.Jack smiled and ushered her into his office."How's everything? Great weather this weekend,wasn't it?" Tracy sputtered incoherently as he gestured for her to sit in a side chair.Jack looked concerned,"Is anything wrong? Are your children OK? You don't look so good.Have you been sleeping OK?" Tracy handed him a sealed envelope,took a deep breath and said,"I have been here for 67 hours straight,trying to work out the network meltdown that happened Friday afternoon.I have asked you for months for an assistant,for enough additional gear to make the system redundant,for training for the rookies you gave me last year.I give up." Jack handed her a cup of coffee and fiddled with the sealed envelope.He looked alarmed as he said,"You have always been my go-to girl.I can count on you to fix anything around here.Other people,like Jeff,need more money,more time,and more people to get the job done.You do a fantastic job with almost nothing! What do you need this time? To get the system back up?" Tracy said,"The system is up.For now." Jack smiled,"See.You are the best! That's what that banner at the recognition banquet said,'TRACY IS THE BEST!!!' So,we are good to go?" The smile faded as he opened the envelope.Jack looked confused."You quit? Today? After all I have done for you?" Tracy placed her keys gently on Jack's desk,"I am out of here.I already talked to human resources and got clearance to remove all my stuff.I officially gave you four week's notice.I am taking four of the weeks of carryover vacation I have not been able to take while working for you." After Tracy left,Jack sat quietly,polishing his favorite golf club for a long time.Then he walked over to Millie's office in human resources.Please refer to this scenario for the following question.
If you were Jack Silver's boss,would you fire him? Why or why not? Include in your discussion Jack's use of the performance management cycle (PMC)and his mastery of Tulgan's five management basics.

Question 64

What are the essential elements of performance management? Which of those elements does a manager has the least control on?

Question 65

Everyone around the office knows Julia as the "organizational cynic." As her new manager,outline a few steps you will take to improve her attitude.

Question 66

Describe the three critical job attitudes that a manager needs to pay close attention to.

Question 67

When asked to comment on Joe's performance,his manager Martha said,"Although Joe is highly effective and efficient,I am worried about his contextual performance." What did Martha mean? Identify a few aspects of contextual performance.

Question 68

Mitt is known around the workplace as a slacker.As his new manager,you help him set new goals to improve his performance.What are the steps you will take to ensure that he stays committed to his new goals?

Question 69

You are a manager at an energy consulting firm.One of your key job tasks is to periodically evaluate the relationship of consultants with their clients.What kind of assessment would you use?

Question 70

Discuss two types each of absolute assessment techniques and relative assessment techniques.

Question 71

Identify a few myths of performance management.

Question 72

Dana has recently been promoted to a managerial position.One of the central tasks of her job is to evaluate the performance of employees in her group.As a new manager,she feels overwhelmed with this responsibility and laments,"Where am I going to find enough time to monitor the performance of all my subordinates? I can't be sitting the whole day just watching them work." What are the other sources of employee performance data that she can utilize? Advise her on how to wisely use these multiple sources of data.

Question 73

Dave is the most popular manager at Greenhaze Inc.His managerial techniques are legendary.As a management trainer at Greenhaze Inc. ,you wish to teach new managers at the firm one of those techniques: "The mutual performance contract." What are the topics you will cover?

Question 74

How is coaching different from mentoring?

Question 75

Jack Silver,head of software development and maintenance for a large financial institution,has had a very bad week.He sighs as he looks at his calendar.Tomorrow is Wednesday.He had a great weekend,golfing with his buddies.That ended at 11 a.m.on Monday morning when he found his star employee,Tracy,waiting outside his office when he arrived at work.Jack smiled and ushered her into his office."How's everything? Great weather this weekend,wasn't it?" Tracy sputtered incoherently as he gestured for her to sit in a side chair.Jack looked concerned,"Is anything wrong? Are your children OK? You don't look so good.Have you been sleeping OK?" Tracy handed him a sealed envelope,took a deep breath and said,"I have been here for 67 hours straight,trying to work out the network meltdown that happened Friday afternoon.I have asked you for months for an assistant,for enough additional gear to make the system redundant,for training for the rookies you gave me last year.I give up." Jack handed her a cup of coffee and fiddled with the sealed envelope.He looked alarmed as he said,"You have always been my go-to girl.I can count on you to fix anything around here.Other people,like Jeff,need more money,more time,and more people to get the job done.You do a fantastic job with almost nothing! What do you need this time? To get the system back up?" Tracy said,"The system is up.For now." Jack smiled,"See.You are the best! That's what that banner at the recognition banquet said,'TRACY IS THE BEST!!!' So,we are good to go?" The smile faded as he opened the envelope.Jack looked confused."You quit? Today? After all I have done for you?" Tracy placed her keys gently on Jack's desk,"I am out of here.I already talked to human resources and got clearance to remove all my stuff.I officially gave you four week's notice.I am taking four of the weeks of carryover vacation I have not been able to take while working for you." After Tracy left,Jack sat quietly,polishing his favorite golf club for a long time.Then he walked over to Millie's office in human resources.Please refer to this scenario for the following question.
If you were assigned to help Jack Silver be a better manager,a better coach,how would you evaluate the feedback he gave Tracy? Apply good coaching practices yourself as you address this issue.

Question 76

Your friend Steve recently completed a six-week long managerial training program at his workplace.The program focused a great deal on managing underperforming employees and problem employees.However,it did involve any discussions on managing star employees.Consequently,Steve came back from the program with the impression that star employees are self-motivated and "easy to manage." Is he right? If he is not,advise him on how to motivate star employees.