Deck 16: Managing Ineffective Performers

Question 1

Priscilla displays low organizational citizenship behavior when she

A) discovers a leaking faucet in the break lounge but does not report it.
B) votes only in national elections.
C) votes only in local elections.
D) holds open the door for a senior citizen.

Answer 1

A

Question 2

The final step in progressive discipline is

A) discharge.
B) a visit to the EAP.
C) suspension.
D) appeal.

Answer 2

A

Question 3

A consultant observed that an explosive sexual harassment case usually

A) has a domino effect leading to more cases of sexual harassment.
B) encourages other types of deviant behavior on the job.
C) increases productivity temporarily because of the excitement.
D) decreases productivity temporarily because of gossip and distraction.

Answer 3

D

Question 4

Showing empathy for an employee stems naturally from

A) giving advice.
B) imposing progressive discipline.
C) active listening
D) asking closed-end questions.

Question 5

Job performance is considered ineffective when it

A) falls below an accepted standard.
B) leads to employee dismissal.
C) emphasizes quantity more than quality.
D) must be controlled by management.

Question 6

Employees who believe in a just world are likely to

A) think that punishment is unjust.
B) take an active role in punishing coworkers.
C) demand due process when they have been punished.
D) accept punishment when they have performed poorly.

Question 7

Factors contributing to ineffective performance include

A) insufficient mental ability and education.
B) low motivation and loafing.
C) emotional problems or personality disorder.
D) all of the choices

Question 8

A recommended way of giving advice is to

A) promise a reward for following the advice.
B) promise a punishment for not following the advice.
C) ask an insightful question.
D) send an e-mail message to the person.

Question 9

Corrective discipline

A) allows employees to correct their behavior before punishment is applied.
B) is the immediate discharge of an employee.
C) is part of a performance review.
D) results in firing.

Question 10

Lester, a credit analyst, is caught selling illegal drugs to co-workers. He will most likely receive

A) progressive discipline.
B) summary discipline.
C) corrective discipline.
D) a referral to the EAP.

Question 11

A major contributing factor to performance problems among night-shift workers is that they suffer from

A) acute hunger pangs.
B) mental lapses.
C) nightmares on the job.
D) job burnout.

Question 12

A core principle of discipline and punishment is for the manager to

A) make clear his or her analysis of the worker's personal weaknesses.
B) focus on the person, not the unsatisfactory performance.
C) focus on unsatisfactory performance, not the person.
D) ignore the first two offenses.

Question 13

The recommended time to give negative feedback about poor performance is

A) close in time to the incident of poor performance.
B) immediately after regular working hours.
C) just before the start of the workday.
D) as part of the annual performance evaluation.

Question 14

Managerial actions and techniques for ineffective performers include

A) close supervision
B) coaching
C) transfer
D) all of the choices

Question 15

A good question in coaching employees helps them

A) understand their need for development.
B) recognize that they are wrong.
C) understand that the manager is just doing his or her job.
D) recognize the precise nature of performance standards.

Question 16

A study found that workers low in organizational citizenship behavior

A) refused to contribute to charities through payroll deduction.
B) spent too much time in community activities during working hours.
C) tended to be the most productive workers.
D) tended to engage in counterproductive workplace behavior.

Question 17

A recommended confrontation technique is for the manager to

A) communicate care and concern.
B) threaten the worker's job security.
C) make two nice comments for every negative one.
D) appear angry and worried.

Question 18

When referring employees to the EAP, the supervisor should focus on

A) workplace problems created by the employee.
B) the employee's personal deficiencies.
C) the employee's most recent performance appraisal.
D) the wide range of services offered by the EAP.

Question 19

The core of the control model for managing ineffective performers is

A) disciplining workers for substandard performance.
B) problem identification and problem solving.
C) motivating ineffective performs to do better.
D) making clear the sanctions for substandard performance.

Question 20

Two business psychologists cited in the management text claim that good coaching

A) is simply good management.
B) cannot be done by managers.
C) should not be part of a manger's responsibility.
D) should be the responsibility of top-level management only.

Question 21

Bullying and intimidation by managers typically enhances employee job performance because such tactics are great motivators.

Question 22

To do a more effective job of firing an employee, it is recommended that the manager

A) base the firing on second-hand information.
B) be indirect in language to keep the employee off-guard.
C) not conduct the termination session while angry.
D) use e-mail instead of personal contact to avoid dealing with anger.

Question 23

An employee who is poorly motivated will often not sustain enough effort to accomplish the amount of work required to meet standards.

Question 24

Penalizing employees for not achieving performance standards without first carefully communicating those standards is unfair.

Question 25

Middle manager Demetrius engages in organizational citizenship behavior when he helps an employee from another department who is struggling with understanding a jammed office copier.

Question 26

Studies of sales representatives indicated that basing compensation too much on commissions can result in counterproductive practices such as undercharging for services.

Question 27

To deal with a difficult employee,

A) listen and then confront or respond.
B) give recognition and attention.
C) both a & b
D) give in to all demands.

Question 28

A recommended approach to starting a coaching session is for the manager to ask a question.

Question 29

An analysis of many different studies indicated that employees with high standing on organizational citizenship behavior are more likely to engage in counterproductive employee behavior.

Question 30

Fear of traveling, especially flying, is yet another contributor to ineffective performance.

Question 31

Which of the following is the most recommended approach to dealing with a difficult employee?

A) Avoid humor about the problem being caused.
B) Judge the person quickly
C) Explain the importance of teamwork.
D) Stand fast and do not make unwarranted concessions.

Question 32

Ineffective performers frequently agree to make improvements but are not really committed to change.

Question 33

A "sick building" is a negative job performance factor in which pollutants in the air irritate workers.

Question 34

One reason joint problem solving is effective is that it conveys a helpful and constructive attitude on the part of the manager.

Question 35

The passive-aggressive worker will typically express anger by

A) doing nothing when action should be taken.
B) complaining frequently to the supervisor and co-workers.
C) verbal abuse.
D) physical abuse.

Question 36

Managers often avoid confrontation because they may have limited skill in criticizing employees.

Question 37

The major purpose of coaching employees conflicts with the major purpose of management.

Question 38

An emerging approach is to assign a low-performing worker to a group of high-performing workers.

Question 39

Just punishment informs employees that

A) certain types of misconduct will not be tolerated.
B) they will be discharged.
C) they will be transferred.
D) they will be retrained.

Question 40

Both the sexual harasser and the person harassed are likely to experience a decrease in performance after the incident.

Question 41

Nonhostile humor is recommended as a way of helping a difficult person understand how his or her behavior is blocking others from doing their jobs.

Question 42

When employees observe that another employee has been punished justly, they will often rally on the side of management.

Question 43

Write a memo to management advising them on how to deal with difficult people, cynics included.

Question 44

An important part of coaching a substandard performer is to obtain a commitment to change.

Question 45

A good time to fire an employee is when you are angry because you will display more genuine emotion.

Question 46

According to the red-hot-stove rule, employee discipline should be the immediate result of inappropriate behavior, just as a burn is the result of touching a very hot stove.

Question 47

Under progressive discipline, a written warning precedes an oral warning.

Question 48

The control model for managing ineffective performers is based on the assumption that summary discipline is more effective than corrective discipline.

Question 49

A recommended approach for dealing with difficult people is to submit to most of their demands by granting them concessions.

Question 50

An important part of active listening is to ask open-ended questions.

Question 51

What actions should a manager take to do an effective job of coaching?

Question 52

Disgruntled workers typically blame supervisors, coworkers, and customers for their problems.

Question 53

Explain why so many employees become substandard performers.

Question 54

Valerie Frederickson, a human resources consultant, had an office administrator who didn't seem to like the work, so.she let her go. She gave the woman a small amount of severance
pay, helped her get a new job, and assured her that the firing wasn't personal. She explained gently, "We just don't have what you are looking for in our department."
1. What does this story illustrate about a manager's responsibilities?
2. How should a manager handle the termination of an employee?