Question 1

Additional Case 7.3
In a training session for managers, you state that performance improvement is the most important part of the performance appraisal process. During the session, you explain how the group of supervisors can manage employee performance more effectively.
During the ensuing discussion, Chris, a middle manager with 20 subordinates, explains that he has a finely tuned ability to discover the causes of performance problems. According to Chris, employees either lack motivation for the job or lack the skills and knowledge to perform the job.
Another supervisor, Gena, says that after she determines the cause of a performance problem, she creates a supportive environment and works in partnership with the employee to solve the problem. While Gena strives to show acceptance, she also finds it effective to point out to subordinates how their negative personality traits affect their work performance. Gena states that by giving employees all the time needed and offering suggestions, performance improvements typically occur.
-Refer to Additional Case 7.3. Chris's analysis most likely suggests which of the following plays a role in performance management?
A)Organizational politics
B)Nonverbal attending
C)Cultural insensitivity
D)Observer bias

Accepted Answer

Chris's analysis suggests observer bias, as he attributes performance problems solely to the employee's lack of motivation or skills, potentially overlooking other factors such as environmental or systemic issues.

Question 2

Sam, a data analyst, has not been completing tasks as quickly as his manager, Elizabeth, would like. Elizabeth has scheduled a meeting with Sam to discuss the issue. What should Elizabeth do first at the meeting?
A)Ask Sam if he has been having personal problems at home
B)Enroll Sam in a training and development program
C)Tell Sam that he could lose his position soon
D)Define the performance problem for Sam

Accepted Answer

The first step in addressing any performance issue is to define the problem with the employee. Elizabeth should discuss specific instances where Sam has not completed tasks as quickly as expected and ask for his perspective on why this is happening. This allows both parties to have a clear understanding of the issue and work together towards a solution. Asking about personal problems or threatening job loss should not be the first approach. Enrolling Sam in training and development may be a helpful solution, but should be discussed after the performance issue is defined.

Question 3

The best way for managers to encourage effective performance is to:
A)be specific about desired outcomes.
B)show employees how to accomplish goals.
C)design outcome goals without employee input.
D)develop small work teams within each department.

Accepted Answer

Being specific about desired outcomes helps employees understand exactly what they need to achieve. This clarity can improve motivation and focus, leading to more effective performance. Showing employees how to accomplish goals can also be helpful, but it is important to balance guidance with autonomy to allow employees to use their own skills and creativity. Designing outcome goals without employee input can lead to frustration and disengagement, and developing small work teams within each department may not be necessary for every organization or situation.

Question 4

Additional Case 7.3
In a training session for managers, you state that performance improvement is the most important part of the performance appraisal process. During the session, you explain how the group of supervisors can manage employee performance more effectively.
During the ensuing discussion, Chris, a middle manager with 20 subordinates, explains that he has a finely tuned ability to discover the causes of performance problems. According to Chris, employees either lack motivation for the job or lack the skills and knowledge to perform the job.
Another supervisor, Gena, says that after she determines the cause of a performance problem, she creates a supportive environment and works in partnership with the employee to solve the problem. While Gena strives to show acceptance, she also finds it effective to point out to subordinates how their negative personality traits affect their work performance. Gena states that by giving employees all the time needed and offering suggestions, performance improvements typically occur.
-Refer to Additional Case 7.3. Which of the following questions would be LEAST relevant for Chris and Gena to ask when faced with employee performance problems?
A)Is the employee's performance erratic?
B)Is the employee's performance lower on all tasks?
C)Have all workers received 360-degree feedback?
D)Are performance problems occurring with all workers?

Accepted Answer

The question of whether all workers have received 360-degree feedback is not directly relevant to identifying the causes of performance problems or improving performance. It may be useful information to have, but it is not immediately pertinent to the issue at hand. The other questions (A, B, and D) all relate directly to the performance problems and are more relevant for Chris and Gena to consider.

Question 5

Additional Case 7.3
In a training session for managers, you state that performance improvement is the most important part of the performance appraisal process. During the session, you explain how the group of supervisors can manage employee performance more effectively.
During the ensuing discussion, Chris, a middle manager with 20 subordinates, explains that he has a finely tuned ability to discover the causes of performance problems. According to Chris, employees either lack motivation for the job or lack the skills and knowledge to perform the job.
Another supervisor, Gena, says that after she determines the cause of a performance problem, she creates a supportive environment and works in partnership with the employee to solve the problem. While Gena strives to show acceptance, she also finds it effective to point out to subordinates how their negative personality traits affect their work performance. Gena states that by giving employees all the time needed and offering suggestions, performance improvements typically occur.
-Refer to Additional Case 7.3. In this training session you should most likely state that to improve performance, managers need to begin by:
A)exploring the causes of the performance problem with the employee.
B)directing communication towards performance and situational issues.
C)empowering workers to solve their own performance problems.
D)directing attention to solutions for the problem.

Accepted Answer

The answer of Additional Case 7.3
In a training session for...

Question 6

Employee performance on the job is primarily a function of the employee's:
A)ability, motivation, and situational factors.
B)working conditions and training.
C)supervision and motivation.
D)traits and behaviors.

Accepted Answer

Employee performance on the job is influenced by three main factors: ability, motivation, and situational factors. Ability refers to the employee's skills, knowledge, and experience. Motivation refers to the employee's level of effort and willingness to perform well. Situational factors refer to the conditions in which the employee works, such as resources, tools, and support from colleagues and management. While working conditions, training, supervision, traits, and behaviors can all impact performance, they fall under the broader umbrella of the three main factors.

Question 7

When assessing the basis of a performance problem, managers should focus on employee ability and motivation, and largely ignore situational factors, since these are beyond the employee's control.

Accepted Answer

Situational factors such as resources, tools, and work environment can significantly impact employee performance and should be considered when assessing performance problems. Ignoring these factors can result in ineffective solutions and missed opportunities for improvement.

Question 8

Additional Case 7.3
In a training session for managers, you state that performance improvement is the most important part of the performance appraisal process. During the session, you explain how the group of supervisors can manage employee performance more effectively.
During the ensuing discussion, Chris, a middle manager with 20 subordinates, explains that he has a finely tuned ability to discover the causes of performance problems. According to Chris, employees either lack motivation for the job or lack the skills and knowledge to perform the job.
Another supervisor, Gena, says that after she determines the cause of a performance problem, she creates a supportive environment and works in partnership with the employee to solve the problem. While Gena strives to show acceptance, she also finds it effective to point out to subordinates how their negative personality traits affect their work performance. Gena states that by giving employees all the time needed and offering suggestions, performance improvements typically occur.
-Refer to Additional Case 7.3. Which of the following would most likely improve Gena's strategy for solving performance problems?
A)Exploring the causes of poor performance
B)Focusing communication on performance
C)Empowering employees to reach a solution
D)Motivating employees to solve their own problems

Accepted Answer

The answer of Additional Case 7.3
In a training session for...

Question 9

Which of the following is an example of a situational factor affecting employee performance?
A)Al arrives late to work every day.
B)Beth lacks adequate job knowledge.
C)Carter receives poor supervision.
D)Dana shows symptoms of burnout.

Accepted Answer

The poor supervision received by Carter is a situational factor that could be impacting their performance. The other options are related to individual factors that could be impacting performance, rather than situational factors.

Question 10

According to the text, what is the best way to encourage managers to coach employees?
A)Integrating coaching into a strategic plan
B)Showing the effectiveness of coaching
C)Setting specific times for coaching
D)Paying overtime for coaching

Accepted Answer

Showing the effectiveness of coaching can motivate managers by demonstrating its value and impact, making it a compelling approach to encourage them to coach employees.

Question 11

Which of the following is NOT a situational factor in employee performance problems?
A)Lack of necessary equipment
B)Inadequate supervision
C)Lack of motivation
D)Inadequate training

Accepted Answer

Lack of motivation is categorized as a personal factor rather than a situational factor in employee performance problems. Situational factors refer to external circumstances that can affect job performance, such as inadequate training, lack of necessary equipment, or inadequate supervision. Personal factors, on the other hand, are internal factors that can affect job performance, such as an employee's attitude or motivation.

Quiz 7: Appraising and Managing Performance

Sam, a data analyst, has not been completing tasks as quickly as his manager, Elizabeth, would like. Elizabeth has scheduled a meeting with Sam to discuss the issue. What should Elizabeth do first at the meeting?

The best way for managers to encourage effective performance is to:

Employee performance on the job is primarily a function of the employee's:

When assessing the basis of a performance problem, managers should focus on employee ability and motivation, and largely ignore situational factors, since these are beyond the employee's control.

Which of the following is an example of a situational factor affecting employee performance?

According to the text, what is the best way to encourage managers to coach employees?

Which of the following is NOT a situational factor in employee performance problems?