Clampitt, Communicating for Managerial Effectiveness 5e
Instructor Resources: Testbank
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Chapter 7: Providing Performance Feedback
Multiple Choice
1. The basic questions to address when developing a successful feedback system
include all of the following except
a. Do employees know their job responsibilities?
b. Do employees know the standards of evaluation?
c. Do employees effectively communicate with other organizational members?
d. Do employees receive useful informal feedback?
e. Do employees receive useful feedback from performance appraisals?
2. A supervisor creates a mechanism for employees so that they receive feedback
about their performance from the job itself. This is called ______feedback.
a. job-specific
b. job-inherent
c. task-specific
d. task-inherent
3. What is the best appraisal technique?
a. rank order
b. critical incidents
c. rating scales
d. a and b
e. none of the above; it depends on the objective of the appraisal
4. What can be done to minimize potential legal challenges in the appraisal process?
a. Train appraisers to focus on behavioral, observable, and objective evidence
b. Encourage employee participation in the process
c. Do not allow employees to respond to the review
d. All of the above
e. a and b
5. If a reviewer tends to give average ratings on performance items regardless of actual
performance, the appraiser is exhibiting what rating bias?
Clampitt, Communicating for Managerial Effectiveness 5e
Instructor Resources: Testbank
2
a. leniency
b. central tendency
c. recency
d. none of the above
6. Which statements are true?
a. Few employees receive useful feedback about their performance
b. A company should place more emphasis on designing an effective formal
performance appraisal process than on communicating informal feedback
c. A manager should focus only on the positive accomplishments of the employee
d. a and b
e. a and c
7. A bank manager says to one of her employees, “You do a nice job explaining savings
products to our customers.” How would you evaluate this feedback?
a. It’s effective: it’s positive feedback and likely to be motivating to the employee
b. The manager could explain what “nice job” means by discussing specific
behaviors the employee engages in
c. The manager could discuss the importance of explaining savings products and
how it’s linked to the company values (e.g., customer service)
d. All of the above
e. b and c
True/False
8. It is appropriate for a manager to focus on an employee’s personality characteristics
during a performance appraisal.
9. If a manager does an effective job of providing feedback on a day-to-day basis, there
is little need to perform a regular performance appraisal.
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10. Your author’s research reveals that employees are more satisfied with information
about their job requirements than they are with information about how they are
being judged.
11. A majority of employees (61%) believe that their organization tolerates poor
performers and over 40% of employees say their good work goes unrecognized.
12. Most employees are satisfied with the information about how they are being
judged.
13. Strengths of the critical incidents appraisal technique are that it: 1) focuses on
employee behavior, 2) provides specific evidence and 3) avoids appraisals of
employee personality.
14. Documenting the formal performance appraisal review is not recommended
because it will create a more defensive climate between the interviewer and
interviewee.
15. The “Sample Appraisal Interview” presented in the chapter between the banking
employee, Chris, and the manager, provides an example of a “best practices”
approach to conducting a formal appraisal interview.
Short Answer
16. Provide an example of linking praise to specific attributes.
17. Describe 3 potential appraiser biases and how you could address them.
18. What is the difference between a “job responsibility” and a “standard of
performance”? Provide an example.
19. List 3 potential objectives of appraisal system.
20. Explain 3 different techniques or tools for conducting appraisals.