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Chapter 9: The Performance Interview
1. How should interviewers open performance interviews?
2. What are the fundamental principles of a universal performance model?
3. How can an interviewer develop a supportive climate for a performance interview?
4. How should an employee prepare for a performance interview?
5. Explain why the “central tendency” of an interviewer can ruin a performance review.
6 Explain “catalytic coaching” as part of the performance review process.
7. If as an interviewee you are confronted with a serious problem during a performance
interview, what would you do?
8. Explain the differences between an “appraisal perspective” and a “developmental
perspective” for performance reviews.
9. How can interviewers keep themselves under control during disciplinary interviews?
10. How can an interviewer maintain focus during a disciplinary interview?
11. List and explain the equal employment opportunity (EEO) laws that pertain to the review
process.
12. Discuss the pros and cons of the “appraisal process.”
13. Describe the management by objectives (MBO) model for performance appraisal.
14. Describe the various ways to ruin a performance review.
15. Discuss guidelines for setting goals during a performance review.
16. Discuss the four tests of just cause.
17. Research suggests that a team approach produces all of the following EXCEPT:
a. higher validation of judgment.
b. reduced perception of favoritism.
c. less realistic promotion expectations.
d. better developmental action planning.
18. Identify the six key words in the universal performance interviewing model developed by
William B. Cash.
a. right, wrong, stop, begin, never, and caution
b. improvement, frustration, elimination, good, always, and now
c. start, stop, more, less, keep, and now
d. failing, below average, average, satisfactory, above average, and excellent
19. Which of the following statements is true about the halo effect?
a. It occurs when an interviewer gives favorable ratings to all job duties when the
interviewee excels in only one.
b. It occurs when an interviewer gives negative ratings to all facets of performance
because of a particular trait he or she dislikes in interviewees.
c. It occurs when interviewers refrain from assigning extreme ratings to facets of
performance.
d. It occurs when interviewers believe that no one can perform at the necessary
standards.
20. Which of the following should an interviewee do when confronted with a serious
performance problem?
a. Avoid suggesting ways to solve differences as quickly as possible.
b. Try to improve everything as quickly as possible.
c. Set priorities with manageable short- and long-range goals.
d. Tell the supervisor to level the playing field.
21. Which of the following statements is true about catalytic coaching?
a. It is future rather than past centered.
b. It places responsibility on the employee rather than the supervisor.
c. It deals with salary indirectly.
d. All of the answers are correct.
22. Which of the following statements is true about the universal performance interviewing
model developed by William B. Cash?
a. It is based on the belief that managerial competencies lead to effective behaviors
that lead to effective performance.
b. It involves a manager and his or her subordinate in a mutual setting of results-
oriented goals.
c. It centers on four basic questions dealing with what is not being done that should
be, what expectations are not being met at what standard, what a person could do
if motivated, and does the person have the necessary skills to perform as needed.
d. It involves skills used on a specific job being identified through a job analysis,
standards being set, and the aid of industrial engineers.
23. Goodall, Wilson, and Waagen warn that communication between “superiors” and
“subordinants” in reviews may lead to _____.
a. ritual forms of address
b. organizational stereotypes
c. inappropriate etiquette
d. a defensive climate
24. In the context of performance review models, which of the following statements is true
about the behaviorally anchored rating scales (BARS) model?
a. It classifies all work in terms of four major elements: inputs, activities, outputs,
and feedback.
b. It fails to inform employees what skills they are expected to have, their relative
worth to the organization, and how their performance will be measured.
c. It allows interviewers to identify skills essential to a specific position through a
position analysis and set standards with the aid of industrial engineers.
d. It is a counseling model that centers on four phases based on affective (emotional)
and cognitive (thinking) functions.
25. Former pro-football coach Don Shula and former pro-football player Ken Blanchard
offered a basic set of principles for coaching that includes all of the following EXCEPT
_____.
a. overlearning
b. audible ready
c. comic relief
d. honesty based
26. Which of the following is a performance review model that involves a supervisor and an
employee in a mutual (50-50) setting of results-oriented goals rather than activities to be
performed?
a. the universal performance interviewing model
b. the sequential phase model
c. the behaviorally anchored rating scale (BARS) model
d. the management by objectives (MBO) model
27. Which of the following principles should a performance review interviewer keep in mind
when using the management by objectives (MBO) model?
a. The interviewer should use less number of criteria to ensure greater accuracy of
measurement.
b. The interviewer should keep the number of measurable objectives critical to a
performance to more than eight.
c. The interviewer should state results in terms of absolutes rather than ranges.
d. The interviewer should initiate practices to make the value of a performance
measurable when it is abstract.
28. Which of the following is a criticism of the 360-degree approach to performance reviews?
a. The use of untrained staff with little experience in important areas lead to
deficient data on performance.
b. The use of multisource feedback for employee development creates inefficiencies
in organizations that use a goal-setting process from the top down.
c. Employees are unable to read, hear, and discuss data that provide documentation
for dealing with performance reviews.
d. Questionnaires and interview fail to provide objective data and feedback
necessary for employee improvement.
29. Which of the following statements is true about performance review models?
a. They set goals and expectations.
b. They establish competencies.
c. They monitor performance.
d. All of the answers are correct.
30. Which of the following statements is true of individuals evaluated using the behaviorally
anchored rating scales (BARS) model?
a. They report high levels of review satisfaction.
b. They report high levels of review dissatisfaction.
c. They report high levels of review hostility.
d. All of the answers are correct.
31. The management by objectives (MBO) model classifies work under all of the following
EXCEPT _____.
a. throughputs
b inputs
c. outputs
d. feedback
32. Which of the following should an interviewer do when opening a performance review
interview?
a. Prolong the opening as this reduces apprehension of what may be coming.
b. Provide privacy because the interview may delve into sensitive matters.
c. Discourage employees from asking questions, providing inputs, and introducing
topics.
d. Choose a seating arrangement that bears semblance to superior and subordinate
positions.
33. Which of the following should interviewers do when discussing the total performance of
employees during performance review interviews?
a. Strive for a more subjective integration of work and results.
b. Focus on covering performance standards that are unmet, and discourage
employees from identifying strengths.
c. Communicate factual, performance-related information, and give specific
examples.
d. Begin with areas of improvement, and focus on employees’ weaknesses.
34. Don Shula and Ken Blanchard developed a basic set of principles for improving employee
performance. They form the acronym _____.
a. CHANGE
b. CHOICE
c. COACH
d. PLAYBOOK
35. In the context of ruining a performance review, the _____ causes individuals to refrain
from assigning extreme ratings to facets of performance.
a. recency error
b. pitchfork effect
c. central tendency
d. halo effect
36. Using a panel approach to performance review provides all of the following EXCEPT:
a. higher judgment validation.
b. better developmental action planning.
c. more realistic promotion expectations.
d. increased perception of favoritism.
37. The phenomenon where all facets of an employee’s ratings are negative due to an
interviewer’s dislike of the employee or his or her traits is known as the _____.
a. halo effect
b. pitchfork effect
c. recency error
d. central tendency
38. Which of the following types of raters of performance tend NOT to point out weak areas
and dwell on average or better areas of performance?
a. the competitive rater
b. the tight rater
c. the loose rater
d. None of the answers is correct.
39. In the context of ruining a performance review, the _____ occurs when you rely too heavily
on latest events or performance levels.
a. central tendency
b. pitchfork effect
c. recency error
d. halo effect
40. Which of the following should reviewers do when setting new goals for employees during
performance review interviews?
a. Use either-or statements, demands, and ultimatums.
b. Combine feedback with intentional or unintentional imposition of goals.
c. Make goals few in number, specific, well-defined, and measurable.
d. Set new goals before reviewing previous goals.
41. Fair and equitable treatment of each employee in a job class is called _____.
a. just cause
b. discipline
c. coaching
d. assessment
42. Which of the following statements is true about supervisors who tend to be lenient with
people?
a. They perceive people as likeable.
b. They perceive people as similar to themselves.
c. They perceive people as possessing exceptional talent.
d. All of the answers are correct.
43. Which of the following is NOT a recommendation suggested when conducting a difficult
interview that might cause anger and animosity?
a. Consider delaying a confrontation.
b. Ignore the problem.
c. Include a witness or union representative.
d. Hold the interview in a private location.
Copyright ©2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.
TB-9 | 7
True or False
44. The purpose of a review interview is to provide objective, behavior-based feedback and
suggestions for improvement.
a. True
b. False
45. According to the MBO model, state results in terms of absolutes rather than ranges in the
performance review.
a. True
b. False
46. It is best to begin the performance review by discussing about areas of excellence.
a. True
b. False
47. Excessive praise may create anxiety.
a. True
b. False
48. Fear of performance reviews in individuals often comes from a history of unpleasant and
nonproductive encounters with interviewers and teams.
a. True
b. False
49. It is best to state your conclusions about an employee during the performance problem
interview.
a. True
b. False
50. An employee assists in selecting his or her evaluators in the 360-degree approach.
a. True
b. False
51. Minorities are often watched more closely for infractions of rules.
a. True
b. False
Copyright ©2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.
TB-9 | 8
Ans: a
52. The 360-degree approach prevents organizations from receiving input on employee
performance from major constituents such as clients, customers, subcontractors, and peers.
a. True
b. False
53. Prior to the performance review, the interviewer should NOT consult the employee’s past
record.
a. True
b. False
54. It is often NOT how something is said but what is said that is important.
a. True
b. False
55. The “pitchfork effect” comes about when an interviewer gives ambivalent ratings to all
facets of performance because of a particular trait the interviewer likes in interviewees.
a. True
b. False
56. More frequent communication between supervisors and employees results in less favorable
job-related performance ratings.
a. True
b. False
57. Base your review on the individual, NOT on the performance.
a. True
b. False
58. Identify poor performance immediately before damage to the organization and the
employee is irreparable.
a. True
b. False
59. In the universal performance interviewing model, the stop list should be the shortest.
a. True
b. False
Copyright ©2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.
TB-9 | 9
60. The millennial generation is heavily interested in professional and personal growth and
opportunities to make a difference.
a. True
b. False
61. It is important to sign off on all agreements if forms are being filled out as part of a
performance review.
a. True
b. False
