Question 1

Performance appraisals are very useful for new, inexperienced workers and first-line managers, but have little value for top management.

Accepted Answer

This statement is false. Performance appraisals are important for all levels of management, including top management. They provide feedback on an individual's performance, identify strengths and weaknesses, and help with goal setting and career development. Top management also benefits from performance appraisals as it helps in identifying high-potential employees and making decisions about promotions and succession planning.

Question 2

Several years ago, Drew's company sent him to Massachusetts Institute of Technology for an intensive program of leadership and business communication training. Although expensive, the firm was committed to investing in the development of key employees for the purpose of retention and promotion. This type of managerial development is known as off-the-job courses and training.

Accepted Answer

The passage describes Drew's company sending him to MIT for leadership and business communication training as an example of off-the-job courses and training.

Question 3

The primary reason that companies do performance appraisals is to improve worker performance.

Accepted Answer

Performance appraisals are used to evaluate an employee's job performance and provide feedback for improvement. This information can then be used to develop training programs or create goals to help employees improve and ultimately enhance overall organizational performance.

Question 4

Top level managers can benefit from having their performance evaluated by subordinates.

Accepted Answer

360-degree feedback, which involves gathering input from subordinates, peers, and managers, can provide top level managers with valuable insights on their performance and areas for improvement.

Question 5

Early in the year, manager John Jacobs set reasonable, understandable, and measurable performance standards and communicated these standards clearly to all team members. Because of these efforts, he should be prepared for the next step in the appraisal process.

Accepted Answer

By setting clear performance standards and communicating them to team members, the manager has completed an important part of the appraisal process, making him better prepared for the next step.

Question 6

Establishing performance standards is a crucial step in the performance evaluation process.

Accepted Answer

Establishing performance standards provides a clear understanding of expectations and goals for employees, which is necessary for evaluating their performance.

Question 7

An employment appraisal may include a 360-degree review, which is an appraisal that includes job-related and non-job-related comments from a range of employees.

Accepted Answer

A 360-degree review typically includes feedback from a range of individuals such as peers, subordinates, and supervisors, but it focuses on job-related performance and behaviors, not non-job-related comments.

Question 8

A performance appraisal provides an opportunity for employees to make suggestions about how a particular task could be better performed.

Accepted Answer

Performance appraisals often include a review of the employee's performance and areas of improvement or suggestions for better performance, which can include suggestions for improving a particular task.

Question 9

Even employees who work on a busy production floor need performance appraisals. If the manager cannot conduct a closed-door appraisal session, the supervisor should conduct these wherever he/she can find room.

Accepted Answer

Performance appraisals should always be performed one on one and in a closed-door session; and never with other employees present.

Question 10

Most experienced workers have a clear idea of what is expected of them even if managers do not communicate their expectations explicitly.

Accepted Answer

Experienced workers may have a general understanding of their roles, but explicit communication from managers is crucial to clarify expectations, align goals, and ensure that all team members are working towards the same objectives. Without clear communication, assumptions can lead to misunderstandings and misaligned efforts.

Question 11

Because of legal implications, managers should not use the results of performance appraisals to make decisions about promotions and compensation.

Accepted Answer

Managers can use the results of performance appraisals to make decisions about promotions and compensation, but they should ensure that the process is fair and unbiased to avoid any legal implications. It is important to have clear criteria and justification for such decisions to avoid any claims of discrimination or favoritism.

Question 12

Due to the secret nature of performance standards, employees are only permitted to review these standards at the time when they receive their appraisal.

Accepted Answer

This statement is false. Performance standards should be communicated to employees before the appraisal process, so they know what they are expected to achieve and have the opportunity to ask questions and seek guidance.

Question 13

When she met with John to discuss his performance appraisal, Regina noted that John had difficulty with managing his time on certain projects. One drawback of a performance appraisal is that it does not allow for feedback during the evaluation process.

Accepted Answer

This statement is false. Performance appraisals can and often do include feedback during the evaluation process, such as in the meeting described in the scenario where Regina provided feedback to John about his time management.

Question 14

Mollie Herndon is an office manager at Beaux Neaux Legal Services. The company's top management recently announced it was adopting a 360-degree review process as part of the performance appraisals of its office managers. Once this policy goes into effect, Mollie can expect her evaluations to include feedback from both the managers above her and the employees she supervises.

Accepted Answer

The 360-degree review process involves feedback from multiple sources, including managers above and employees being supervised, so Mollie can expect this type of evaluation.

Question 15

The main reason firms conduct performance appraisals is to establish a formal record of job performance that will protect them from lawsuits filed by unhappy workers.

Accepted Answer

The main reason firms conduct performance appraisals is to evaluate and improve employee performance, set goals for future development, and make decisions about promotions, salary increases, and termination. While a well-documented performance appraisal can be used as evidence in legal proceedings, this is not the main purpose of performance appraisals.

Question 16

An effective performance appraisal system provides a way for the company to satisfy legal conditions concerning promotions, compensation, and policies.

Accepted Answer

An effective performance appraisal system can help a company comply with legal requirements related to promotions, compensation, and policies.

Question 17

One drawback of performance appraisals is that they cannot be completed for top management because there is no one above this level of management to carry out and evaluate the results.

Accepted Answer

Performance appraisals can be completed for top management, either through self-evaluation, peer evaluations, or evaluations conducted by external consultants or board of directors. However, there may be limitations in the validity and reliability of these evaluations given the unique and strategic nature of top management roles.

Question 18

The last step in the performance appraisal process is to discuss the results with the employee.

Accepted Answer

The answer of The last step in the performance appraisal...

Question 19

A 360-degree review will include the opinions of an employee's subordinates, as well as those above him/her in the organization structure, and those who work alongside the employee in comparable positions.

Accepted Answer

A 360-degree review typically involves feedback from a variety of sources, including subordinates, superiors, peers, and sometimes even external stakeholders or clients. This multi-dimensional approach can provide a more comprehensive and balanced view of the employee's performance and potential areas for improvement.

Question 20

When Sally Miller was hired to a lower-level management position at Zinwick and Associates, she was introduced to Wendy Hopper, and told that Wendy would be her mentor. As a mentor, Wendy will coach and guide Sally, introduce her to the right people, and be her organizational sponsor.

Accepted Answer

The statement correctly describes the role of a mentor, so the answer is true.

Quiz 11: Human Resource Management: Finding and Keeping the Best Employees