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a.
the manager/supervisor.
b.
peers.
c.
subordinates.
d.
the management team.
ANSWER:
c
88. Self-appraisals are best for
a.
administrative purposes.
b.
developmental purposes.
c.
promotional purposes.
d.
regulatory purposes.
ANSWER:
b
89. One advantage of peer evaluations is that
a.
peers are less politically motivated than supervisors.
b.
peers may furnish more accurate and valid information than supervisors.
c.
peers may work harder to help other employees improve performance.
d.
peers are often partially responsible for the performance of other co-workers.
ANSWER:
b
90. A performance rating error in which the rater is reluctant to give employees either extremely high or extremely low
ratings is referred to as a(n)
a.
recency error.
b.
error of central tendency.
c.
leniency or strictness error.
d.
halo error.
ANSWER:
b
91. A performance rating error in which the rater tends to give employees either extremely high or extremely low ratings
is referred to as a(n)
a.
recency error.
b.
error of central tendency.
c.
leniency or strictness error.
d.
halo error.
ANSWER:
c
92. Which method of performance appraisal requires managers to place a certain percentage of employees into various
performance categories?
a.
Forced distribution method
b.
Checklist method
c.
Percent method
d.
Forced-choice method
ANSWER:
a
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93. If one rates an employee’s performance largely on the basis of the employee’s behavior in the last month, rather than
considering the entire six-month evaluation period, one commits a
a.
leniency error.
b.
contrast error.
c.
recency error.
d.
central tendency error.
ANSWER:
c
94. If one rates an average employee’s performance high because one compared the employee to poor performers, one
commits a
a.
leniency error.
b.
contrast error.
c.
recency error.
d.
central tendency error.
ANSWER:
b
95. If one inflates the evaluation of people with whom one has something in common, one commits a
a.
leniency error.
b.
similar-to–me error.
c.
recency error.
d.
central tendency error.
ANSWER:
b
96. A feedback training program for performance appraisal raters should cover at least all of the following areas EXCEPT
a.
effective communication techniques.
b.
diagnosing the root causes of performance problems.
c.
setting goals and objectives.
d.
developing independent learning objectives.
ANSWER:
d
97. Performance appraisal methods can be broadly classified as either __________, __________, or __________
approaches.
a.
trait, behavioral, judgmental
b.
trait, behavioral, results
c.
behavioral, judgmental, results
d.
behavioral, judgmental, attitudinal
ANSWER:
b
98. One section of the evaluation form used at TrueBlue lists the traits of initiative, independence, cooperation, attention
to detail, and punctuality. The rater indicates the degree to which the employee exhibits each trait on a 5-point scale. This
illustrates the __________ method.
a.
mixed-standard scale
b.
graphic rating scale
c.
behaviorally anchored rating scale
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d.
behavior observation scale
ANSWER:
b
99. Which rating format uses three specific behavioral descriptions relevant to each trait and then asks supervisors to
evaluate whether an employee’s behavior is better than, equal to, or worse than the standard for each behavior?
a.
Mixed-standard scale
b.
Forced-choice method
c.
Behaviorally anchored rating scale
d.
Behavior observation scale
ANSWER:
a
100. A method of rating performance in which the rater chooses from statements that appear equally favorable or equally
unfavorable is known as the
a.
forced-distribution method.
b.
graphic rating scales.
c.
behaviorally anchored rating scale
d.
forced-choice method.
ANSWER:
d
101. Which of the following is NOT a disadvantage of the essay method?
a.
It is very time-consuming.
b.
It must follow a job-specific format.
c.
It’s appraisal quality could be influenced by the supervisor’s writing skills.
d.
It is highly subjective and could be biased.
ANSWER:
b
102. At the conclusion of the performance review process, Peter felt that the feedback he received was intimidating. He
got the sense that those providing feedback on his performance had ganged up on him, and he felt a great deal of
resentment towards them. It is most likely, based on this outcome, that Peter had what type of performance evaluation?
a.
Mixed-standard
b.
Forced choice
c.
360-degree
d.
Behavior observation
ANSWER:
c
103. What is the first step in the management by objectives (MBO) process?
a.
Develop organization goals and metrics
b.
Develop department goals and metrics
c.
Review performance
d.
Add new inputs
ANSWER:
a
104. The performance evaluation form for line workers at TrueBlue lists five key dimensions of performance. There is a
vertical scale for each dimension, and each scale uses critical incidents that are assigned point values. This type of scale is
known as
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a.
the mixed-standard scale.
b.
the global rating.
c.
the behaviorally anchored rating scale.
d.
the dimensional rating.
ANSWER:
c
105. One major advantage of a behaviorally anchored rating scale is that
a.
it requires a great deal of employee participation which leads to greater acceptance.
b.
the same rating scale can be used across all the departments of an organization.
c.
it takes a relatively short time to develop.
d.
the rating scale can be developed with little expertise.
ANSWER:
a
106. The procedures followed to develop a behaviorally anchored rating scale typically result in scales that
a.
have a high degree of construct validity.
b.
have a high degree of content validity.
c.
can be used to rate employees across different jobs.
d.
cost the least to develop.
ANSWER:
b
107. As part of the performance appraisal of his employees, Tim wants to measure how frequently they exhibit certain
behaviors that he feels are critical to his firm’s success. Which of the following performance appraisal approaches should
he use to achieve this goal?
a.
Management by objectives
b.
Behaviorally anchored rating scale
c.
Behavior observation scale
d.
Trait scale
ANSWER:
c
108. Which of the following is NOT a component of the Balanced Scorecard approach?
a.
Competitor
b.
Learning
c.
Customer
d.
Financial
ANSWER:
a
109. If an appraisal focuses on a narrow set of results criteria to the exclusion of other important but less quantifiable
performance dimensions, the performance management system may suffer from
a.
criterion deficiency.
b.
rater bias.
c.
lack of reliability.
d.
criterion contamination.
ANSWER:
a
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110. An audit of TrueBlue’s performance appraisal process found that it was inexpensive to develop and was easy to use,
but that it was not particularly useful for employee counseling or for allocating rewards. TrueBlue most likely uses what
review method?
a.
Behavioral
b.
Results
c.
Feedback
d.
Trait
ANSWER:
d
111. In order to motivate her employees, Esther wants to use an appraisal system that allows them to see clearly how their
performance ties into the overall performance of the firm. She should use
a.
the balanced scorecard approach.
b.
the 360-degree evaluation.
c.
the customer-oriented approach.
d.
management by objectives.
ANSWER:
a
112. An appraisal system that takes into account financial, customer, processes, and learning categories is called
a.
the balanced scorecard approach.
b.
the 360-degree evaluation.
c.
the customer-oriented approach.
d.
management by objectives.
ANSWER:
a
113. The choice of an appraisal method should be largely based on
a.
the preferred technique of the personnel department.
b.
the purpose of the appraisal.
c.
the reaction of employees.
d.
what skills the developer of the system possesses.
ANSWER:
b
114. It can be helpful to divide the appraisal interview into two sessions, one each for
a.
positive comments and negative comments.
b.
performance review and employee’s growth plans.
c.
performance review and compensation discussion.
d.
establishing performance standards and reviewing performance.
ANSWER:
b
115. The appraisal interview
a.
should take place in one session in order to give the employee a complete view of his or her performance.
b.
can be divided into two sessions, though this is not advisable.
c.
is most suitable for the supervisor to give feedback on past performance and should not be used for
developmental purposes.
d.
should be held in two segments because the rater must perform the role of both evaluator and counselor.
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ANSWER:
d
116. The three basic types of formats for providing feedback during a performance evaluation meeting or feedback
session are
a.
tell-and-sell, tell-and-train, and developmental.
b.
tell-and-sell, tell-and listen, and problem-solving.
c.
tell-and-train, problem-solving, and developmental.
d.
tell-and-listen, tell-and-train, and problem-solving.
ANSWER:
b
117. The appraisal interview that requires interviewers to possess the ability to persuade an employee to change his or her
behavior in a certain way is
a.
tell-and-develop.
b.
tell-and-listen.
c.
tell-and-sell.
d.
problem-solving.
ANSWER:
c
118. Norman has experienced tension with certain members of his staff. This has led to some frustration on both sides. He
is now preparing to hold performance review meetings. What type of format should he use to allow both himself and his
subordinates to express their frustrations and work out their issues?
a.
Tell-and-develop
b.
Tell-and-listen
c.
Tell-and-sell
d.
Problem-solving
ANSWER:
b
119. In which type of appraisal interview does the interviewer communicate the strong and weak points of an employee’s
performance during the first part of the interview and then explore the employee’s feelings about the appraisal in the
second part?
a.
Problem-solving
b.
Tell-and-develop
c.
Tell-and-sell
d.
Tell-and-listen
ANSWER:
d
120. Listening, accepting, and responding to feelings are essential elements of the __________ performance evaluation
format, but are a starting point rather than the ultimate goal.
a.
tell-and-develop
b.
tell-and-listen
c.
tell-and-sell
d.
problem-solving
ANSWER:
d
121. As an appraiser, one should try to do all of the following EXCEPT
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a.
minimize criticism.
b.
change the person, not the behavior.
c.
identify the source of ineffective performance.
d.
be supportive and demonstrate that one cares.
ANSWER:
b
122. As a rule of thumb, a supervisor should spend approximately __________ percent of the time talking during an
appraisal interview.
a.
10 to 15
b.
20 to 25
c.
30 to 35
d.
40 to 45
ANSWER:
c
123. An inappropriate interview technique in which praise serves to cushion criticism by alternating positive statements
with negative statements is known as
a.
the sandwich technique.
b.
the cushioning technique.
c.
the rollercoaster technique.
d.
sympathetic interviewing.
ANSWER:
a
124. Tips for using criticism constructively includes all of the following EXCEPT
a.
considering whether it is really necessary.
b.
not exaggerating.
c.
watching one’s timing.
d.
using the “sandwich technique.”
ANSWER:
d
125. It is recommended that a diagnosis of poor employee performance focus on all of the following EXCEPT
a.
skill.
b.
personality.
c.
effort.
d.
external conditions.
ANSWER:
b
126. Research suggests that when it comes to our own performance, most of us first attribute our bad performance to
a.
inadequate training.
b.
poor motivation.
c.
external constraints.
d.
lack of ability.
ANSWER:
c
127. Managers often first assume poor performance of subordinates to
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a.
inadequate training.
b.
poor motivation.
c.
external constraints.
d.
lack of ability.
ANSWER:
d
128. Some people fault the review process because they believe that appraisals are useful
a.
as a warning to inexperienced employees.
b.
only for highly effective or ineffective employees.
c.
only for veteran employees.
d.
for employees nearing retirement.
ANSWER:
b
129. Employees who earn performance-based pay are more
a.
mobile.
b.
satisfied.
c.
educated.
d.
cynical.
ANSWER:
b
130. TrueBlue requires that managers meet to discuss the performance of individual employees. They first rate those
whose performances are particularly good or poor, and then rate employees who are in the middle. The purpose of this
__________ process is to ensure that their employee evaluations are in line with one another.
a.
cross-referencing
b.
authentication
c.
mentoring
d.
calibration
ANSWER:
d
131. The main disadvantage of a behaviorally anchored rating scale (BARS) is that it
a.
requires considerable legal “vetting” by a skilled attorney.
b.
has a negative reputation among HR professionals.
c.
is useful only for manual jobs.
d.
requires considerable time and effort to develop.
ANSWER:
d
132. Explain the two main purposes of performance management programs and why performance management
systems sometimes fail.
ANSWER:
Performance management programs serve many purposes, but in general those purposes can be clustered into
two categories: administrative and developmental. The administrative purposes include decisions about who
will be promoted, transferred, or laid off. They can also include compensation decisions and the like.
Developmental decisions include those related to improving and enhancing an individual’s capabilities. These
include identifying a person’s strengths and weaknesses, eliminating external performance obstacles,
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135. Describe the management by objectives (MBO) approach and explain how it overcomes the limitations of results-
based reviews.
ANSWER:
In an MBO, employees establish objectives (such as production costs, sales per product, quality standards, and
profits) by consulting with their managers and are then evaluated based on meeting those objectives. An MBO
system consists of a cycle that begins with setting the organization’s common goals and objectives and
ultimately returns to that step. The system acts as a goal-setting process whereby objectives are established for
the organization (Step 1), departments (Step 2), and individual managers and employees (Step 3). Employees
help establish specific goals, but those goals are based on a broad statement of an employee’s responsibilities
prepared by the person’s supervisor. The employee-established goals are then discussed with the supervisor
and jointly reviewed and modified until both parties are satisfied with them (Step 4). The goal statements are
accompanied by a detailed account of the actions the employee proposes to take to reach the goals and how
they will be measured (the metrics). During periodic reviews, the progress the employee makes toward the
goals is then assessed (Step 5). The goals and metrics may be changed at this time as new or additional
information is received. After a period of time, the employee does a self-evaluation and documents what he or
she has accomplished. The person and his or her manager then jointly review and discuss the self-evaluation
(Step 6). The final step (Step 7) is reviewing the connection between the employee’s performance and the
organization’s.
136. Explain the different types of performance evaluation meetings and feedback sessions.
ANSWER:
There are three basic types of formats for providing feedback during a performance evaluation meeting or
feedback session: tell-and-sell, tell-and-listen, and problem-solving.
1. Tell-and-Sell. The skills required in the tell-and-sell format include the ability to persuade an
employee to change his or her behavior in a certain way. This may require the development of new
behaviors on the part of the employee and skillful use of motivational incentives on the part of the
appraiser/supervisor. But because there is less communication on the part of the employee, this format
is less than ideal. However, it may be used if other formats haven’t worked, the employee is resistant
to change, or the employee is reluctant to participate in the discussion.
2. Tell-and-Listen. In the tell-and-listen format, the appraiser or supervisor communicates the strong and
weak points of an employee’s job performance during the first part of the session. During the second
part of the session, the employee’s feelings about the evaluation are thoroughly explored. The tell-
and-listen method gives both managers and employees the opportunity to release and iron out
any frustrating feelings they might have.
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