| August 14, 2017

1. Which of the following is a comprehensive list of the functions in performanceassessment?a) Identifying, measuring, and managing human performance in organizations.b) Identifying, determining, and implementing human performance inorganizations.c) Performing an employee assessment based either on relative or absolutejudgments.d) Performing an employee assessment based upon both relative and absolutejudgments.e) None of the above2. A manager is in the process of deciding how effective or ineffective an employee’sbehavior has been. This manager is in the _____ stage of the performance appraisalmodel.a) identificationb) measurementc) managementd) designe) performance improvement3. Emma is thinking through the future evaluation of her employees. Right now she isdetermining what specific areas of each employee’s work she should evaluate.Emma is in the process of:a) measuring performance to make a judgment about how good or bad thatperformance is.222Part IV Employee Developmentb) identifying areas of job performance that should be evaluated.c) managing the work process.d) assessing.e) evaluating performance.223Part IV Employee Development4. The most common use of performance appraisals is:a) for compliance with EEO regulations.b) to justify employee terminations.c) to improve organizational performance.d) to make administrative decisions.e) to manage employee performance.5. Khalil is assigning numbers to reflect an employee’s performance in relation toparticular dimensions of the employee’s job. Khalil is in the ______ stage of theappraisal process.a) identificationb) measurementc) performance managementd) performance improvemente) design6. When it comes to the performance appraisal process:a) it is most commonly conducted twice a year.b) over 60% of employees surveyed feel they are treated fairly.c) most HR professionals find the process unsuccessful.d) most companies use a team-based process, combining trait and outcomemeasurements.e) it has become less important in recent years due to the increased use ofteams.224Part IV Employee Development7. Billy will be appraising employees at H.R.T., Inc. He iscompiling a list of aspects by which he will measure the employees. Billy iscompiling:a) dimensions of job performance.b) measurement standards.c) relative judgments.d) absolute judgments.e) none of the above225Part IV Employee Development8. Job performance dimensions are:a) behavioral standards that employees should display.b) aspects of performance that determine effective job performance.c) a way to eliminate rater bias in the performance appraisal.d) the relative judgments that a rater makes about an employee’s jobperformance.e) job appraisals conducted in businesses that are greatly influenced byorganizational politics.9. One of your managers returns from a management seminar all excited aboutusing a relative judgment system for performance appraisals. He asks you for youropinion about the value of such systems. You tell him that:a) it forces supervisors to differentiate between employees.b) it helps managers to make judgments based on performance criteria.c) it permits a qualitative evaluation of employee performance.d) it will help managers to measure things like decisiveness, reliability, etc., allkeys to success.e) such a system will allow managers to assess the results or outcomes ofperformance.10. A pitfall of using relative judgments for performance appraisal is that:a) they cannot clearly show how great or small the performance differencesbetween the employees are.b) employees may receive the same ratings if they all perform their jobs equally.c) they force appraisers to make judgments based solely on performancestandards.226Part IV Employee Developmentd) relative judgments are focused on the individual, not on the individual’sperformance.e) relative judgments are less defensible in court than other appraisalinstruments.227Part IV Employee Development11. Your CEO is considering using a relative judgment system for your company’sperformance appraisal program. She asks you about the disadvantages to such asystem, and you tell her that:a) it is not uncommon for all employees to receive the same or very similarevaluations from their manager.b) this system is based on subjective, relative judgments that do not differentiatehow good or bad each employee’s performance is.c) it is not uncommon for evaluation criteria or standards to differ amongmanagers.d) this system does not measure job-relevant behavior.e) it is a very time-consuming process.12. A firm implementing a relative judgment performance appraisal system wouldmost likely experience which of the following?a) The ability to compare employees across the business.b) Increased cooperation among employees.c) The ability to determine the relative degree of difference in performancebetween employees.d) Managers tending to group employees into two categories when evaluatingperformance.e) Increased employee satisfaction with the performance appraisal process.13. You are discussing changing your performance appraisal system with yourexecutive management team. The VP of Operations would really like to be able tocompare employees working for different managers in different areas of the228Part IV Employee Developmentplant. The best appraisal system for this would be a(n):a) ranking system.b) relative system.c) absolute system.d) behavior-based system.e) outcome-based system.229Part IV Employee Development14. A benefit of using an absolute judgment performance appraisal system over arelative judgment appraisal system is that:a) relative judgments do not force raters to make distinctions between employeeswhere none may exist, as absolute judgments do.b) when using absolute judgments, raters can give employees equal ratings whentheir performances are equally good. When relative judgments are used, ratersmust make performance distinctions between employees.c) absolute judgments tend to create conflict between employees, relativejudgments do not.d) relative systems are easier to defend legally than are absolute systems.e) people naturally make absolute judgments. It is less typical for them to makerelative judgments among other people and things.15. A disadvantage of an absolute judgment performance appraisal system is that:a) it forces managers to make distinctions among employees when there aren’tany.b) it creates conflict among employees as they compete for the best rating.c) employees tend to be grouped into two categories by managers.d) it is hard to defend legally.e) it is difficult to maintain equity across managers.16. Unlike relative judgment-based systems, absolute judgment systems:a) do not create conflicts among employees.b) are simpler to use.c) help managers make clearer distinctions between employees.d) focus attention on the person rather than just on performance.e) help managers identify behavior that directly contributes to organizationalsuccess.230Part IV Employee Development17. An appraisal system that focuses on individuals, rather than any other factor isa(n):a) absolute system.b) behavioral system.c) relative system.d) trait-based system.e) outcome-based system.231Part IV Employee Development18. Which of the following is an example of a trait that may be discussed by a traitappraisal instrument?a) Decisiveness.b) Quality of work.c) Reliability.d) Quantity of work.e) a and c19. The traits that are most often assessed by trait appraisal instruments are:a) unrecognizable to people who are not trained raters.b) highly defined so that raters can avoid conscious or unconscious bias.c) focused on worker characteristics that are only displayed in stressful jobsituations.d) enduring and consistent worker characteristics.e) often the cause of racial bias in the workplace.20. Bob wants to focus this year’s employee assessment interviews on discussing thetraits each employee displays. You tell him that:a) though providing feedback to employees on trait-based judgments is often veryencouraging to employees, it should be avoided since it is more expensive thanproviding feedback in other performance areas.b) providing feedback on trait-based judgments is highly personal, and since itis an evaluation of the employee rather than the employee’s performance, heshould avoid doing so.c) trait-based judgments should never be a part of performance appraisal, so therewould be no feedback with which to provide employees.d) providing feedback on employees’ performance outcomes would do essentiallythe same thing.e) providing feedback on trait-based judgments is very important for boostingthe morale of the employees.232Part IV Employee Development21. Shawn is reviewing a performance appraisal instrument with a scale of 1-10.Each number has a descriptive statement next to it, from 1 (rarely explainsexpectations or gives direction when assigning work) to 10 (makes expectationsclear, asks questions when giving direction, listens to employees’ questions). Thisis an example of a(n):a) trait-based appraisal instrument.b) MBO appraisal instrument.c) outcome-based appraisal instrument.d) behavior-based appraisal instrument.e) relative judgment appraisal instrument.22. Trait-based performance appraisal systems are most similar to:a) outcome-based performance appraisal systems.b) behavioral-based performance appraisal systems.c) MBO-based performance appraisal systems.d) relative judgment performance appraisal systems.e) absolute judgment performance appraisal systems.23. The most common form of behavior appraisal instrument is:a) Management by Objective.b) a behaviorally anchored rating scale.c) a behavioral observation scale.d) a situational interviewing form.233Part IV Employee Developmente) trait scales.24. The critical incident technique can be used to create _______ rating scales.a) relative-judgment basedb) trait-judgment basedc) outcome-basedd) behavior-basede) all of the above234Part IV Employee Development25. A company designs a performance evaluation process that evaluates the value ofspecific employee behaviors. The company is using a(n):a) outcome-based system.b) relative judgment system.c) trait-based system.d) behavioral-based system.e) mikoshi-type performance system.26. A drawback of a behavior-based performance appraisal system is:a) the difficulty of choosing what behaviors to evaluate from the hundredsavailable.b) distorting worker performance levels.c) developing a “results at any cost” mentality.d) being too ambiguous, and open to bias.e) managerial resistance to this approach as an unnatural way to evaluateperformance.27. A significant drawback of outcome-based performance appraisal systems is:a) they can lead to a “results at any cost” mentality.b) it is very time consuming to set the criteria up.c) managers resist this approach as an unnatural way to evaluate performance.d) they are open to bias.e) the standards are too ambiguous.235Part IV Employee Development28. MBO, management by objective, performance appraisal systems are:a) trait-based performance systems.b) absolute performance appraisal systems.c) an outcome-based approach to performance appraisals.d) behavioral-based appraisal systems.e) none of the above236Part IV Employee Development29. A pitfall of using an outcome appraisal instrument is that:a) the system uses ambiguous criteria that may be viewed differently by differentraters.b) it forces raters to make distinctions between employees where none may trulyexist.c) it is likely to encourage employee conflicts.d) it may give a distorted view of worker performance levels.e) outcomes are difficult to rate since they are relative judgments.30. The best overall performance appraisal in any circumstance:a) is a behavioral-based system.b) doesn’t exist. There is no one best system.c) is a combination of a ranking system and a behavioral system.d) is a relative system because it generally provides better results than anabsolute system.e) is a trait system because it focuses on the individual.

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