Deck 9: Conducting Performance Management

Question 1

To be effective, performance management activities should be aligned with:

A) the organization's internal environment
B) the organization's external environment
C) other HR activities
D) all of the above
E) a and c only

Answer 1

D

Question 2

When an employee asks "What consequences will follow from my decision to perform?" they are considering the _____ of their action.

A) expectancy
B) instrumentality
C) valence
D) outcome
E) satisfaction

Answer 2

B

Question 3

Claudette has chronic pain syndrome. The paint causes her to have a contorted facial expression that disturbs to some of her co-workers who are secretly avoiding working with her. Claudette is an average performer. Oscar, one of the best performing workers, is particularly upset by Claudette's expressions, and he told you (his manager) that he intends to quit unless you discharge Claudette. Claudette can be easily replaced. Oscar cannot. What is your response?

A) Restructure Claudette's performance standards to include a "pleasant facial expression."
B) Discharge Claudette because it is unfair to hinder the performance of the department.
C) Document any performance problems caused by employee unwillingness to work with Claudette. Once these performance problems have reached a certain level, you can make the decision whether to keep or to discharge Claudette.
D) Claudette's facial expression is not a job-related performance issue for which you can discharge her.
E) All of the above are legal options.

Answer 3

D

Question 4

According to expectancy theory, people tend to choose behaviors that they believe will help them achieve their personal goals and avoid behaviors that they believe will lead to undesirable consequences. Bill does not call in to report that he will be absent. This will result in an unexcused absence that will lead to disciplinary action. Bill has had unexcused absences in the past for which he has been disciplined. How is this action explained by this theory?

A) Bill does not understand the instrumentality of his behavior for the negative consequence
B) To Bill, the discipline he will incur does not have enough negative valence to offset the positive valence of not calling in.
C) Expectancy theory only explains positive behaviors, not negative behaviors.
D) Bill doesn't understand the expectancy built into the situation.
E) Bill has an inability to process feedback.

Question 5

If the performance appraisal for a sales representative does not measure the skill and care he uses in providing follow-up service to his employees, the appraisal would be correctly described as:

A) contaminated
B) inadequate
C) tainted
D) flawed
E) deficient

Question 6

The performance of interdependent others:

A) affects motivation and the relationship between motivation and performance
B) may cause other highly motivated coworkers to perform poorly if their performance is poor
C) may cause a decrease in the motivation of dependent individuals
D) all of the above are correct
E) none of the above are correct

Question 7

Performance management is used to do all of the following EXCEPT:

A) to evaluate employees
B) to motivate employees
C) to measure employees' performance
D) to direct employees' behaviors
E) all of the above are uses of performance management

Question 8

Good goals are:

A) easy to achieve
B) challenging
C) subjective
D) flexible
E) independent of strategy

Question 9

The detrimental effect of ineffective performance management practices that is of the least concern to organizations is:

A) decreased employee morale
B) decreased employee productivity
C) decreased employee turnover
D) inability to achieve strategic objectives
E) negative impact on financial performance

Question 10

Monitoring the performance of employees at lower levels in the organization can be useful in:

A) detecting organizational shortcomings
B) identifying a deficiency in training
C) uncovering poor recruitment and selection practices
D) revamping a poorly designed incentive program
E) all the above

Question 11

In the chapter opening vignette "Managing Human Resources at Frito-Lay", the performance criteria initially used to measure the success of route sales representatives were solely:

A) input-based
B) trait-based
C) results-based
D) behavioral-based
E) environmental-based

Question 12

Motivation consists of two elements. The first is the decision about which behaviors to engage in and the second element is the decision about:

A) which behaviors to not engage in
B) how much status the behavior will bring you
C) what you will gain from this behavior
D) how much effort to expend on this behavior
E) will your supervisor be aware of this behavior

Question 13

Factors that influence employee motivation include all of following except

A) performance expectations and goals
B) performance of independent others
C) employee confidence and competencies
D) the KSA's of the supervisor
E) ongoing feedback

Question 14

If the performance appraisal for a sales representative evaluated her skill as a driver as well as her selling skills, the appraisal could be correctly described as:

A) contaminated
B) flawed
C) faulty
D) defective
E) deficient

Question 15

In the chapter opening vignette "Managing Human Resources at Frito-Lay", dissatisfaction with the sales performance criteria initially used to measure the success of route sales representatives lead to the restructuring of the criteria to include:

A) input-based measures
B) trait-based measures
C) results-based measures
D) behavioral-based measures
E) multiple criteria measures

Question 16

In the feature Managing with Metrics: Setpoint's Public Performance, the culture of the company's performance-driven culture is reflected in all of the following EXCEPT:

A) its incorporation of performance measurement and feedback as central elements of its HRM system
B) its focus on monitoring and improving performance
C) the philosophies of the company's CEO and/or founder
D) its rewarding only the highest performing individuals
E) all of the above are correct

Question 17

Armando has been working hard to earn a promotion. But when the promotion was posted, Armando's name was not on it. The promotion was awarded to Bill, an employee who was widely thought to be the supervisor's favorite. What impact will not getting the promotion likely have on Armando's performance?

A) Armando may feel that performance has little instrumentality for meeting his goals.
B) Armando might cut back on his work hours and effort.
C) Armando may feel the organization is treating him unfairly.
D) All of these might be impacts.
E) None of these is an impact.

Question 18

Which of the following is NOT a negative consequence of ineffective performance?

A) low morale
B) high turnover
C) poor financial performance
D) increased competition
E) all of the above

Question 19

Performance-driven cultures:

A) have performance measurement and feedback as central elements of the HRM system
B) focus on monitoring and improving performance
C) often reflect the philosophies of the company's CEO and/or founder
D) often reward only the highest performing employees
E) all of the above are correct

Question 20

_______________ as a group reported the highest percentage of having their individual goals aligned with corporate goals.

A) Senior-level managers
B) Middle managers
C) Nonmanagers
D) HR staff
E) none of the above are correct

Question 21

Sources of performance data for a retail clerk may include:

A) the employee's supervisor
B) the employee herself
C) the employee's customers
D) the employee's peers
E) all of the above

Question 22

When performance management is tightly integrated with other HR activities to improve workforce competencies, attitudes and motivation, _________is present in the organization.

A) strategic human resource management (SHRM)
B) goal-ordinated human resource management (GoHRM)
C) a performance-redaction of human resources (PROHR)
D) a high-performance work system (HPWS)
E) the aligned training and development process (ATDP)

Question 23

Which of the following is an example of an organizational citizenship behavior?

A) Andre normally leaves work at five o'clock, but yesterday his boss ordered him to work until eight o'clock.
B) The manager at the loading dock was instructed to learn a new computer inventory program.
C) An office administrator volunteered to help a sales manager compile an organizational history.
D) Six of co-workers went out for hamburgers at noon yesterday to celebrate a birthday.
E) All of the above are examples of organizational citizenship behaviors.

Question 24

Which of the following sources of performance data typically provides the most reliable performance judgments?

A) the employee herself
B) the employee's peers or team members
C) the employee's subordinates
D) the employee's supervisor
E) the employee's customers

Question 25

One of the most common problems in an effective performance measurement and feedback system is that:

A) most HR managers believe that performance problems are purely a line manager issue
B) employees resist performance measurement and feedback
C) most HR managers want total control of the performance measurement and feedback process
D) most line managers have no incentive for conducting performance measurement and feedback
E) a reliable, valid and legal performance management system is nearly impossible to design

Question 26

___________ was the HR activity reported by managers as being the most tightly or somewhat integrated with their firms' performance management activities.

A) Career planning
B) Compensation
C) Recruiting
D) Succession planning
E) Training/development

Question 27

The most frequently used form of performance management review is one that is occurs __________.

A) weekly
B) monthly
C) quarterly
D) bi-annually
E) annually

Question 28

A performance appraisal evaluator who was using the anniversary model would perform evaluations:

A) at the end of every fiscal year
B) when specific projects were concluded
C) according to when employees joined the organization
D) according to the hierarchical levels of the organization
E) every time the employee needed reinforcement

Question 29

Organizations are not always successful in using performance management strategically, and one reason is that ____________.

A) most HR managers believe that performance problems are purely a line manager issue
B) line employees resist performance measurement and feedback
C) most HR managers want total control of the performance measurement and feedback process
D) most HR managers have no incentive for conducting performance measurement and feedback
E) line managers do not fully understand and appreciate the basic principles

Question 30

Because performance management occurs through interpersonal interactions, it naturally reflects differences in country cultures. In ____ and _____ , employees expect their supervisors to negotiate with them when setting performance goals.

A) China, Turkey
B) Denmark, Finland
C) Germany, Sweden
D) Japan, India
E) Australia, Ireland

Question 31

The 360-degree appraisal:

A) looks to see what the employee contributed to the corporate objective(s) each day
B) is a multiple-source evaluation
C) is a complete reversal of the typical evaluation in that it allows employees to evaluate their supervisors
D) produces less valid results than the focal-point review
E) is a single-source evaluation

Question 32

When designing a performance appraisal for a purchasing agent, the HR professional should look at:

A) the individual's personal discipline
B) the individual's written and oral skills
C) whether the individual shows organizational citizenship
D) whether the individual has high sales volume
E) all of the above

Question 33

Michelle works for a large fast-food restaurant chain. Her job is to visit different restaurants in the chain to rate their speed of service, quality of food, cleanliness of store and restrooms, and properly displayed promotional materials. From this brief description of Michelle's job, it appears that the chain uses _____ criteria in its performance measurements.

A) input-based
B) trait-based
C) results-based
D) behavioral-based
E) environmental-based

Question 34

Which of the following statements about focal-point review systems is true?

A) In a focal-point review system, each employee is appraised during the month in which he or she was hired.
B) Comparisons of individual employees are difficult with a focal-point review.
C) Focal-point reviews prevent the job of appraising performance from becoming burdensome.
D) Focal-point reviews have no effect on productivity cycles.
E) None of the above statements about focal-point review systems is true.

Question 35

Which of the following is an example of an organizational citizenship behavior?

A) Sherman stayed late one night to help a co-worker finish preparing a video presentation for the company's stockholders.
B) Robin's co-workers gladly gave up a Saturday of their time to help the organization's program to clean up a city park.
C) Tyler volunteered to help with the company's booth at the trade show even though that was not part of her job.
D) The marketing manager cooperated with workers in other departments to develop a mentoring program.
E) All of the above are examples of organizational citizenship behaviors.

Question 36

Which of the following does NOT describe a legally defensible comment for employee evaluation and feedback?

A) "I gave you a 'Below Average' on your performance appraisal because you have a bad attitude."
B) "You missed three days last quarter, but you produced at 110% of your goal with an acceptable proportion of nonconforming units.
C) "As you know, it has been 12 months since your last appraisal."
D) "If you do not agree with this appraisal, do you understand the procedures for appeal?"
E) All of these are legally defensible.

Question 37

Paul Fisher is an HR professional who is in charge of performance appraisals at his organization. Performance appraisals are conducted for all of the company's employees at the end of June each year. That way employees in different departments can be compared as to how each is supporting the organizational objectives. He spends most of May getting ready for this:

A) review interval
B) focal-point review
C) fiscal review
D) human resources audit
E) annual organizational assessment

Question 38

Which of the following guidelines should be used for creating legally defensible performance appraisals?

A) Employees should be given an opportunity to review their appraisals.
B) Objective and uncontaminated data should be used whenever possible.
C) Employees should be evaluated on specific work dimensions rather than a single global measure.
D) A formal system of appeal should be available for appraisal disagreements.
E) All of the above guidelines should be used if the organization wants a legally defensible performance evaluation system.

Question 39

For performance evaluation, which of the following is not a personal trait?

A) productivity
B) dependability
C) intelligence
D) adaptability
E) personal energy

Question 40

Upward appraisals occur when:

A) customers fill out satisfaction forms
B) a sample of customers are surveyed about employee competence
C) employees evaluate their managers
D) individual appraisals are combined to create departmental appraisals
E) MBO is used

Question 41

Dissatisfaction with _____ led to the development of the behaviorally anchored rating scales.

A) straight ranking
B) forced distribution
C) management by objectives
D) output-based formats
E) graphics rating scales

Question 42

The direct index approach to performance appraisals is a results based-format that:

A) uses subjective criteria such as turnover and absenteeism
B) provides clear, unambiguous direction to employees regarding desired job outcomes
C) uses an absolute standard format
D) uses a norm-referenced format
E) is more often adversely affected by rater bias than other performance appraisal methods

Question 43

The primary advantage of the graphics rating scale is:

A) the logical way in which it uses direct output measures
B) the way in which the appraisal format removes all subjectivity from the evaluation process
C) the ease with which it can be used to define employee performance dimensions
D) its simplicity
E) none of the above

Question 44

When asked by her instructor to rate her fellow group members according to their performance in a class project, Kirsten gave them all a grade of 75 even though it was obvious that some had worked harder on the product than others. Kirsten was guilty of which of the following rating errors?

A) horn and halo
B) recency
C) central tendency
D) primacy
E) leniency

Question 45

Behavioral observation scales:

A) measure how frequently employees engage in certain behaviors
B) are a norm-referenced appraisal format
C) require little time for completion of an appraisal using this format
D) require less training for the rater than most other methods of appraisal
E) are accurately described by all of the above

Question 46

Results-based formats for performance measurement:

A) work best for employees that perform different tasks on a daily basis like a lawyer or an engineer
B) are basically problem-free
C) can ignore important job behaviors that are difficult to quantify
D) are typically used by companies where how a task is accomplished is as important as if it is accomplished
E) are accurately described by all of the above

Question 47

Behaviorally anchored rating scales:

A) must be modified as jobs change and performance expectations shift
B) are time-consuming to develop
C) provide employees with results they can use to improve their performances
D) are based on behavioral incidents
E) are accurately described by all of the above

Question 48

Management by objectives (MBO)

A) is a norm-referenced format for performance appraisals
B) uses an absolute standard against which each employee is rated
C) begins with the establishment of employee objectives for the upcoming performance period
D) is an input-based format for performance appraisals
E) produces immediate increases in productivity for every company that has implemented the system

Question 49

What type of measures would not be used if a rater were using a direct index approach to evaluating the work of a delivery truck driver?

A) the average number of deliveries made in a single day
B) the number of complaints about late deliveries
C) the average time spent in delivering a package from the company to the customer
D) the driver's friendliness
E) the number of days the driver was late getting to work

Question 50

Which of the following statements about management by objectives (MBO) is true?

A) MBO will not succeed without the total commitment of management to the process.
B) MBO requires subordinates to set their own goals as part of their growth and development.
C) MBO begins with the establishment of employee objectives for the upcoming performance period.
D) Even under the best of circumstances, MBO does not lead to immediate increases in productivity.
E) All of the above statements about management by objectives (MBO) are true.

Question 51

Assume a rater thinks all blondes are dumb. When rating a blond female and two other females who are brunettes, the rater scored the blond lower on her performance evaluations even though her results were the same as the other two. This sort of stereotype-induced bias produces a rating error called the:

A) halo and horn
B) strictness
C) primacy
D) recency
E) leniency

Question 52

The graphics rating scale:

A) uses a norm-referenced format
B) was developed in the early 1990s
C) does not use direct output measures
D) is very complex and is, therefore, difficult to implement
E) is accurately described by all of the above

Question 53

A sales manager who was trying to rank fourteen salespeople was having trouble because two of her salespeople had more than $100,000 in sales, three had less than $30,000 in sales, and the rest fell in the middle. What method would you recommend the sales manager use if she wants to use a norm-referenced appraisal?

A) forced distribution
B) graphics rating scale
C) absolute standard
D) behaviorally anchored rating scale
E) direct index approach

Question 54

Straight-ranking and forced distribution are two types of:

A) norm-referenced appraisals
B) out-based formats for appraisals
C) absolute standard formats used for appraisals
D) input-based rating formats
E) subordinate-determined appraisals

Question 55

Which of the following is NOT a source of conflict associated with performance feedback?

A) differing perspectives
B) timing
C) preparation
D) content of the discussion
E) third-party intervention

Question 56

In preparing the performance appraisals for her employees, the sales manager ranked Deb Ross as the overall best salesperson because she had the highest level of sales and Dave Autry as the overall worst salesperson because he had the lowest level of sales. The other salespeople were placed in order of their sales between Ross and Autry. Which type of performance appraisal format is being used in this example?

A) forced distribution
B) graphics rating scale
C) absolute standard
D) straight ranking
E) direct index approach

Question 57

Bill thinks that he received a poor evaluation because his boss "has it in for him." What is an appropriate response to remove this as an obstacle to effective appraisal?

A) Throw out that evaluation and have someone else perform it.
B) Initiate multiple rater system to minimize this possible negative effect.
C) Train Bill's supervisor in rating techniques.
D) Bill is paranoid. Send him to the E.A.P.
E) If Bill doesn't trust his supervisor, then an effective performance appraisal is not possible.

Question 58

During his first weeks on the job, Rick had a lot of trouble getting adjusted to his new position as maintenance engineer for an amusement park. He made quite a few small mistakes while learning how to perform his job. After three months on the job, Rick settled down and proved to be an excellent maintenance engineer. However, Rick's supervisor categorized Rick as a poor worker during those first months on the job. The supervisor does not notice anything positive about Rick's performance; he is always looking for something wrong in the way Rick has performed his job. It was with this mindset that the supervisor filled out Rick's performance appraisal. The supervisor committed which of the following rating errors?

A) central tendency
B) strictness
C) halo and horn
D) primacy
E) recency

Question 59

An advantage of behaviorally anchored rating scales over graphic rating scales is that:

A) they are easier to develop
B) they provide results that employees can more easily use to improve performance
C) they are less time consuming to develop
D) they are applicable to a wider range of positions
E) All of the above are advantages of behaviorally-anchored rating scales.

Question 60

"Shows company spirit" is a _____ item on a performance rating scale because it is _____.

A) good, a behavior
B) good, it is objective
C) bad, it involves multiple activities
D) bad, it is ambiguous
E) good, it is resistant to rater errors

Question 61

List the sources of performance data for a retail store manager.

Question 62

The objective of diagnosis in the feedback session is to understand factors that affect an employee's performance so the parties can attempt to resolve them. Which of the following is NOT a question to ask in the diagnosis process?

A) Were the goals specific and communicated to the employee?
B) Does performing as desired matter to the employee?
C) Does performing as expected result in some negative consequence for the employee?
D) Are there positive consequences for performing as required?
E) All of these questions are useful

Question 63

The instrumentality question is "How much do I value the consequences associated with the intended behavior?"

Question 64

Performance-driven cultures often reflect the philosophies of the company's founder.

Question 65

The culture at Dell, Inc. is driven by the philosophies of its founder, Michael Dell.

Question 66

Of all the possible sources for performance judgments, why is the supervisor the best source for such information?

Question 67

According to expectancy theory, people tend to choose behaviors that they believe will help them achieve their personal goals and avoid behaviors that they believe will lead to undesirable consequences.

Question 68

Research has found that self-appraisals are most effective with culturally diverse employees.

Question 69

Performance management is an informal, unstructured process used to measure, evaluate and influence an employee's job related attributes, behaviors, and performance results.

Question 70

In a focal-point review system, all employees are evaluated at approximately the same time.

Question 71

Expectancy suggests that an employee's satisfaction is determined by perceptions of whether the rewards received for performance are fair.

Question 72

Punishment:

A) is used to decrease the frequency of undesirable behavior
B) has no undesirable side effects
C) includes cuts in pay, demotion, and coaching
D) should not be used if the organization wants to achieve immediate results
E) is accurately described by all of the above

Question 73

As organizations restructure around teams, peer involvement in performance management is shifting from supervisors to team members.

Question 74

What is another name for contextual performance?

Question 75

One reason performance appraisals fall short of achieving strategic objectives is the ambiguity around who owns responsibility for managing the performance management process.

Question 76

How would you describe a performance appraisal that does not measure job behaviors that are relevant to the job and does measure job behaviors that are not relevant to the job?

Question 77

If after repeated warnings and counseling, an employee's performance does not improve, the organization can:

A) transfer the individual to another job
B) temporarily structure a job in such a way that the employee only performs noncritical tasks
C) terminate the employee
D) neutralize the employee
E) do all of the above

Question 78

In order to use positive reinforcement correctly, an HR professional should:

A) reward everyone the same way
B) focus on job behavior
C) allow employees to determine what must be done in order to earn rewards
D) make sure everyone sees what happens when a co-worker is punished for some undesirable behavior
E) not tell employees what they are doing wrong

Question 79

Which of the following statements about the timing of feedback for performance appraisals is true?

A) Performance expectations should be established at the beginning of the appraisal period and then reinforced with feedback.
B) In general, immediate feedback is not necessary.
C) Provide as much information as available when giving feedback-more is better.
D) Continuous feedback is not as effective as intermittent feedback.
E) There are no clear-cut rules on the timing of feedback.

Question 80

List the three types of performance criteria.