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73) What is another term for 360-degree feedback?
A) feedback loop
B) multi-source feedback
C) upward feedback
D) wheel feedback
Skill: AACSB: Reflective Thinking
Objective: Chapter objective 1
74) When conducting an appraisal interview, supervisors should do all of the
following except:
A) compare the person's performance to a standard.
B) encourage the employee to talk.
C) give specific examples of poor performance.
D) compare the person's performance to that of other employees.
Skill: AACSB: Communication
Objective: Chapter objective 4
75) When a supervisor must criticize a subordinate in an appraisal interview, it is
best to ________.
A) hold the meeting with other people who can diffuse the negative situation
B) provide examples of critical incidents
C) acknowledge the supervisor's personal biases in the situation
D) provide feedback once per year
Objective: Chapter objective 3
76) Performance appraisals assume that the employee understood what his or her
performance standards were.
Objective: Chapter objective 1
77) Managers should appraise employees with respect to the specific goals by
which he or she expected to be measured.
Objective: Chapter objective 1
78) Setting useful goals is easy to do.
Objective: Chapter objective 1
20
79) Most managers are very willing and able to set measurable goals for their
subordinates.
Objective: Chapter objective 1
80) 360-Degree feedback is usually used for developmental purposes rather than
pay purposes.
Objective: Chapter objective 1
81) The forced distribution method is sometimes referred to as the "rank and
yank" method.
Objective: Chapter objective 2
82) The critical incident method forces supervisors to consider all the important
aspects of an employee's performance.
Objective: Chapter objective 3
83) In practice, appraisal forms often blend several approaches to appraisal into
one.
Objective: Chapter objective 3
84) Electronic performance monitoring seems to raise employee stress levels.
Objective: Chapter objective 3
21
85) A properly designed performance management system utilizes yearly
meetings to ensure continuous improvement in the employee's capacity and
performance.
Objective: Chapter objective 1
86) Goals should be challenging, but not so difficult that they appear impossible
or unrealistic.
Objective: Chapter objective 1
87) The evidence suggests that participatively set goals consistently result in
higher performance than assigned goals.
Skill: AACSB: Analytical Skills
Objective: Chapter objective 1
88) The HR department conducts performance appraisals, develops the appraisal
tools, and monitors the appraisal system.
Objective: Chapter objective 2
89) Once you have a supervisor to conduct a performance appraisal there is no
need to worry about anything else.
Objective: Chapter objective 2
90) The alternation ranking method is the simplest and most popular technique for
appraising performance.
Objective: Chapter objective 2
91) Quantitative goals are best.
Objective: Chapter objective 1
22
92) The forced distribution method is similar to grading on a curve meaning that
predetermined percentages of those being rated are placed into performance
categories.
Objective: Chapter objective 2
93) The basic problem with rankings is that while it is not difficult to identify the
extreme good and bad performers, it is difficult to differentiate meaningfully
between the others.
Objective: Chapter objective 3
94) BARS is a rating approach that involves keeping a record of uncommonly
good or undesirable examples of an employee's work-related behavior and
reviewing it with the employee at predetermined times.
Objective: Chapter objective 3
95) MBO relates an employee's work goals to his or her departmental goals and to
the organization's goals.
Objective: Chapter objective 3
96) Electronic performance monitoring (EPM) allows supervisors to
electronically monitor the amount of computerized data an employee is process
each day.
Skill: AACSB: Use of IT
Objective: Chapter objective 3
97) The advantages of the BARS appraisal tool include accuracy, clear standards,
and consistency.
Objective: Chapter objective 3
98) Graphic rating scales are the most reliable for rating performance.
Objective: Chapter objective 3
99) Central tendency is defined as the influence of a rater's general impression on
ratings of specific ratee qualities.
23
Objective: Chapter objective 4
100) Peer appraisals have been shown to have an immediate positive impact on
improving task motivation, cohesion, and satisfaction, while reducing social
loafing.
Objective: Chapter objective 2
101) Managers who receive feedback from subordinates who identify themselves
view the upward appraisal process more negatively than do managers who receive
anonymous feedback.
Objective: Chapter objective 1
102) An appraisal interview is used to make plans for new hires as they move
through the selection and training process.
Objective: Chapter objective 4
103) Career development is the lifelong series of activities that contributes to a
person's career exploration, establishment, success, and fulfillment.
Objective: Chapter objective 5
104) A career is the occupational positions one holds at a single organization.
Objective: Chapter objective 5
105) The employee, the manager, and the employer should all share the
responsibility for an employee's career development and career success.
Objective: Chapter objective 5
106) Matching individual strengths and weaknesses with occupational
opportunities and threats is the key to the career planning process.
Objective: Chapter objective 7
107) The barriers for women to advance at work are referred to as the glass
ceiling because it is so easy to break through it.
24
Objective: Chapter objective 5
108) 360-degree feedback is generally used for development purposes, rather than
for pay increases.
Objective: Chapter objective 5
109) 360-degree feedback is sometimes called the wheel of feedback because
ratings are collected from all around an employee.
Objective: Chapter objective 5
110) Explain what the SMART acronym tells us about goal setting.
Skill: AACSB: Communication
Objective: Chapter objective 2
111) Why do we have performance management?
Skill: AACSB: Communication
Objective: Chapter objective 6
25
112) Explain the three steps in the performance appraisal process.
Skill: AACSB: Reflective Thinking
Objective: Chapter objective 1
113) Explain how an MBO program works and describe the six steps involved in
this type of program.
Skill: AACSB: Communication
Objective: Chapter objective 3
26
114) There are several guidelines for developing an appraisal that is legally
defensible. Identify four of these guidelines.
Skill: AACSB: Communication
Objective: Chapter objective 4
115) What is the main difference between performance appraisal and performance
management?
Objective: Chapter objective 6
116) What roles and responsibilities should a manager have in an employee's
career development?
Skill: AACSB: Communication
Objective: Chapter objective 6
117) What steps can organizations take to enhance the promotional and career
prospects for their female employees?
still remaining on a career track.
Skill: AACSB: Communication
Objective: Chapter objective 5
28
