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1. Performance management is the process through which managers ensure that
employees' activities and outputs contribute to the organization's goals.
2. Organizations establish performance management systems to meet three broad
purposes: strategic, administrative, and developmental.
3. In the case of performance appraisal, validity refers to whether the appraisal measures all
aspects of performance, both relevant and irrelevant.
4. Test-retest reliability refers to consistency of results over time.
5. In the forced-distribution method of performance measurement, managers rank
employees in their group from the highest performer to the poorest performer.
6. In terms of measuring performance, a major advantage of rankings is that they are often
linked to the organization's goals.
7. Attribute-based performance methods are tightly linked to an organization's strategy.
8. To rate employee behaviors, the organization begins by defining which behaviors are
associated with success on the job.
9. The critical-incident method is used to rate behaviors for performance evaluation.
10. An advantage of behaviorally anchored rating scales (BARS) is improved interrater
reliability.
11. Compared to a behavioral observation scale (BOS), managers and employees prefer to
use the behaviorally anchored rating scale (BARS).
12. Organizational behavior modification (OBM) is a plan for managing the behavior of
employees through an informal system of feedback and reinforcement.
13. Behavioral approaches to performance measurement, such as organizational behavior
modification and rating scales, tend to be valid, reliable, and acceptable.
14. Management by objectives (MBO) does not link employee performance with the
organization's strategic goals.
15. Traditional performance measurement differs from total quality management (TQM) in
that it assesses both individual performance and the system within which the individual works.
16. Subordinates are the most-used source of performance information.
17. Generally, peers are more favorable toward participating in reviews to be used for
employee development.
18. Self-appraisals are not appropriate as the basis for administrative decisions.
19. Raters should use only one part of a rating scale to avoid distributional errors from
occurring.
20. Appraisal politics are most likely to occur when raters are accountable to the employee
being rated.
21. In the "tell-and-sell" approach, managers tell employees their ratings and then let the
employees explain their side of the story.
22. The content of a feedback should emphasize behavior, not personalities.
23. The most effective way to improve performance varies according to an employee's
ability.
24. Lawsuits related to performance management usually involve charges of discrimination
or unjust dismissal.
25. Legally defensible performance management systems are based on valid job analyses.
26. The process through which managers ensure that employees' activities and outputs
contribute to the organization's goals is known as:
27. How does an organization specify the aspects of performance that are relevant to the
organization?
28. To meet which of the following broad purposes do organizations establish performance
management systems?
29. An organization helps link employees’ behavior with the organization’s goals. This helps
the organization serve its _____ purpose.
30. _____ means effective performance management helps the organization achieve its
business objectives.
31. The administrative purpose of a performance management system refers to:
32. Performance management has a(n) _____ purpose, meaning that it serves as a basis for
improving employees' knowledge and skills.
33. Which of the following criteria for determining the effectiveness of a performance
management system is concerned with maximizing the overlap between actual job performance
and job performance measure?
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