Question 1

Which two general types of HR function decisions most commonly follow the various phases of the performance management process?
A)Staffing and training
B)Staffing and compensation
C)Compensation and discipline
D)Compensation and training

Accepted Answer

A

Question 2

Which is the first phase of the performance management process as described in the text?
A)Agree on job performance goals
B)Conduct job design
C)Conduct performance appraisal
D)Provide direction and performance feedback

Accepted Answer

Job design is the first phase in the performance management process, as it involves defining roles and responsibilities, which is essential before setting performance goals or conducting appraisals.

Question 3

On-the-job training (OJT), the most common form of training in organizations, most closely resembles which phase of the performance management process?
A)Monitor job progress, giving feedback, coaching, and support
B)Provide direction, immediate performance feedback, and coaching.
C)Conduct performance appraisal
D)Agree on clear job performance goals

Accepted Answer

On-the-job training (OJT) is a form of training that involves providing direction, immediate feedback, and coaching to employees. This closely resembles the second phase of the performance management process, which is providing ongoing feedback and coaching on an employee's performance.

Question 4

Which is the final phase of the performance management process as described in the text?
A)Monitor job progress, giving feedback, coaching, and support
B)Provide direction and performance feedback
C)Conduct performance appraisal
D)Promote or terminate the employee

Accepted Answer

The final phase of the performance management process as described in the text is to conduct performance appraisal, which involves evaluating an employee's performance and providing feedback on areas where improvement is needed. Promoting or terminating the employee may be actions that result from the performance appraisal, but they are not technically part of the performance management process itself. Monitoring job progress, giving feedback, coaching, and support, as well as providing direction and performance feedback, are all earlier phases in the performance management process.

Question 5

An emphasis in performance appraisal on __________ has been found to contribute to higher levels of employee satisfaction in several different countries.
A)fair judgments about past performance
B)future employee development
C)constructive criticism while maintaining respect
D)manager/employee relationship development

Accepted Answer

Several studies have shown that including a focus on future employee development in performance appraisals leads to higher levels of employee satisfaction and engagement. This demonstrates that employees appreciate when managers show an interest in their career growth and development, rather than just evaluating their past performance.

Question 6

Which of the following is a major "Downstream" consideration for effective global performance management?
A)Strategic integration and coordination
B)Workforce alignment
C)Sensitivity to cross-cultural differences

Accepted Answer

Sensitivity to cross-cultural differences is a major "Downstream" consideration for effective global performance management because performance management practices that work well in one culture or country may not be as effective in another. Therefore, it is important to consider and appreciate the cultural differences when implementing a global performance management system. Strategic integration and coordination and workforce alignment are also important considerations, but they are more "Upstream" considerations where the focus is on aligning performance management with the business strategy and ensuring that the employees' performance is aligned with the overall organizational goals.

Question 7

Which of the following is a major "Upstream" consideration for effective global performance management?
A)Knowledge management
B)Responsiveness to local conditions
C)Comprehensive training
D)Establishment of the performance management relationship

Accepted Answer

Knowledge management is a major "Upstream" consideration for effective global performance management because it helps to ensure that employees have the knowledge and skills they need to succeed in their roles.

Question 8

Mistakes made in one MNC subsidiary that provided useful lessons for learning when shared across the other subsidiaries is an example of which upstream consideration for global performance management?
A)Comprehensive training
B)Strategy integration and coordination
C)Workforce alignment
D)Organizational learning

Accepted Answer

This scenario describes organizational learning, which involves sharing knowledge and experiences across different parts of a global organization for continuous improvement. It is not related to comprehensive training, strategy integration and coordination, or workforce alignment.

Question 9

Hans, a manager over a German MNC's operation in Peru, finds that he has considerably less technology and infrastructure support than other managers in other operations of the MNC. Which downstream performance management consideration should be taken into account in preparing for Hans' upcoming performance appraisal?
A)Responsiveness to local conditions
B)Sensitivity to cross-cultural differences
C)Strategic coordination
D)Workforce alignment

Accepted Answer

The downstream performance management consideration that should be taken into account in preparing for Hans' upcoming performance appraisal is responsiveness to local conditions. This is because Hans has considerable less technology and infrastructure support compared to other managers in other operations of the MNC. Therefore, it is important to evaluate how he has adapted to local conditions and utilized available resources to achieve business outcomes.

Question 10

Which of these aspects of national cultures has been found to be very relevant in carrying out local performance management activities?
A)Particularism
B)Power Distance
C)Uncertainty Avoidance
D)Time Orientation

Accepted Answer

Power Distance has been found to be very relevant in carrying out local performance management activities as it influences the relationship between managers and subordinates, and how decisions are made and communicated in the organization. It affects the degree to which subordinates expect to be involved in decision-making and the extent to which they comply with the decisions of their superiors.

Question 11

Employees in some cultures might feel uncomfortable with performance feedback provided on a virtual basis over e-mail or telephone, where additional cues such as body language and facial expressions are not available. The cultural dimension consideration of performance management that is relevant in this situation is
A)Power Distance.
B)Communication Context.
C)Uncertainty Avoidance.
D)Orientation Toward Control.

Accepted Answer

Communication context is the cultural dimension relevant in this situation. In some cultures, face-to-face communication is considered more respectful and effective than virtual communication, which removes important cues like body language and facial expressions. Understanding communication context is crucial in providing feedback that is well-received and understood by employees.

Question 12

In countries high on this cultural dimension we tend to see more qualitative evaluations of individual performance in contributing to the whole job, including quality of interpersonal interaction, supportive and cooperative work relationships, and contribution to constructive work climate.
A)Individualism
B)Femininity
C)Power distance
D)Uncertainty Avoidance

Accepted Answer

The answer of In countries high on this cultural dimension...

Question 13

Which general cultural dimension is most relevant to performance management needs for employees who generally prefer to work independently?
A)Collectivism-individualism
B)Masculinity-femininity
C)Power distance
D)Uncertainty avoidance

Accepted Answer

Collectivism-individualism is the dimension related to the degree to which individuals in a society are integrated into groups. In this context, employees who prefer to work independently are likely to have a higher preference for individualism, which is why it is the most relevant cultural dimension for determining their performance management needs. By understanding their individualistic tendencies, managers can adjust their performance goals, feedback, and rewards to better cater to their preferences.

Question 14

In this cultural condition, employees perceive themselves as part of a group while fully accepting the power and status inequalities within the group.
A)Uncertainty avoidance
B)Team-oriented masculinity
C)Vertical collectivism
D)Egalitarian power distance

Accepted Answer

This cultural condition is describing vertical collectivism, where employees see themselves as part of a group but also acknowledge and accept hierarchical power and status differences within the group. Choice A (uncertainty avoidance) refers to a culture's aversion to uncertainty and ambiguity, which is not mentioned in the description. Choice B (team-oriented masculinity) refers to a culture where success is based on group achievement and assertive leadership, which is not mentioned in the description. Choice D (egalitarian power distance) refers to a culture where there are minimal power and status differences between individuals, which is the opposite of what is described in the description.

Question 15

Which cultural dimension particularly relevant to performance management pertains to employees in some countries who have difficulty accepting personal responsibility due to a basic belief that whatever happens in their lives is determined beyond themselves by fate or some divine will?
A)Power distance
B)Communication context
C)Uncertainty avoidance
D)Orientation toward control

Accepted Answer

Orientation toward control is the cultural dimension that deals with the extent to which individuals believe they can control or influence outcomes in their lives, including their work environment. In cultures with a low orientation toward control, individuals may attribute success or failure to external factors such as fate or divine will, which can impact their acceptance of personal responsibility in performance management contexts.

Question 16

The role of the supervisor in the performance management process is primarily one of
A)supporter and facilitator
B)coordinator and administrator
C)monitor and judge
D)evaluator and promoter

Accepted Answer

The role of the supervisor in the performance management process is primarily one of supporter and facilitator, meaning they should provide guidance, resources, and assistance to employees in order to help them achieve their goals and improve their performance. While coordinative and administrative functions are also important, and monitoring and evaluation may be necessary, the primary role of the supervisor is to support and empower their employees to reach their full potential. Additionally, the term "judge" in option C implies a more punitive or critical approach, which is not necessarily the best way to approach performance management.

Question 17

This performance appraisal approach involves the utilization of multiple different sources of input in making appraisal decisions:
A)Peer or Colleague
B)Workplace Collaboration
C)360-Degree Feedback
D)Ranking Method

Accepted Answer

The 360-degree feedback approach involves gathering input from a variety of sources, including peers, subordinates, supervisors, customers, and even the employee themselves. This approach is often seen as more comprehensive and unbiased than other appraisal methods, as it takes into account multiple perspectives on an employee's performance.

Question 18

An emphasis on this source of input in performance appraisal might be appropriate where employees hold high cultural values in collectivism.
A)Subordinates
B)Self
C)Workplace peers
D)Customers or clients

Accepted Answer

Collectivism emphasizes the importance of groups and the collective over individual achievement. Workplace peers are a part of an employee's immediate group or team, making their input highly relevant in cultures that value collectivism. Their feedback can reflect the collective work environment and how well an individual works within a team, aligning with collectivist values.

Question 19

There is evidence that a gender effect as well as cultural effect involving high collectivist and high power distance cultures can obscure the overall accuracy of this source of input for making employee performance appraisal decisions.
A)Supervisor
B)Workplace peers
C)Subordinates
D)Self

Accepted Answer

Self-assessments can be influenced by gender and cultural factors, such as collectivism and power distance, which can affect their accuracy in performance appraisals.

Question 20

Antonio Rossi is very disappointed and upset. He just received his first annual performance appraisal after serving a year as head of his Italian firm's 12-year-old operation in Santiago, Chile. Although he admits that his performance had significant mistakes and problems during his first six months with the assignment, his work is now going extremely well. He doesn't think it is fair to weigh the first six months equally in his appraisal due to his necessary adjustment period. Which of the following important considerations for expatriate performance appraisal was most neglected for Mr. Rossi?
A)Accuracy of expatriate assignment objectives
B)Timing
C)Local conditions
D)Sensitivity to multiple extraneous environmental variables

Accepted Answer

The timing of the performance appraisal was neglected in Mr. Rossi's case. His first six months should have been weighed differently due to his adjustment period.

Quiz 9: Global Workforce Performance Management

Which two general types of HR function decisions most commonly follow the various phases of the performance management process?

Which is the first phase of the performance management process as described in the text?

On-the-job training (OJT) , the most common form of training in organizations, most closely resembles which phase of the performance management process?

Which is the final phase of the performance management process as described in the text?

An emphasis in performance appraisal on __________ has been found to contribute to higher levels of employee satisfaction in several different countries.

Which of the following is a major "Downstream" consideration for effective global performance management?

Which of the following is a major "Upstream" consideration for effective global performance management?

Mistakes made in one MNC subsidiary that provided useful lessons for learning when shared across the other subsidiaries is an example of which upstream consideration for global performance management?

Which of these aspects of national cultures has been found to be very relevant in carrying out local performance management activities?

In countries high on this cultural dimension we tend to see more qualitative evaluations of individual performance in contributing to the whole job, including quality of interpersonal interaction, supportive and cooperative work relationships, and contribution to constructive work climate.

Which general cultural dimension is most relevant to performance management needs for employees who generally prefer to work independently?

In this cultural condition, employees perceive themselves as part of a group while fully accepting the power and status inequalities within the group.

Which cultural dimension particularly relevant to performance management pertains to employees in some countries who have difficulty accepting personal responsibility due to a basic belief that whatever happens in their lives is determined beyond themselves by fate or some divine will?

The role of the supervisor in the performance management process is primarily one of

This performance appraisal approach involves the utilization of multiple different sources of input in making appraisal decisions:

An emphasis on this source of input in performance appraisal might be appropriate where employees hold high cultural values in collectivism.

There is evidence that a gender effect as well as cultural effect involving high collectivist and high power distance cultures can obscure the overall accuracy of this source of input for making employee performance appraisal decisions.