The aim of performance management is to:
Consolidate goal setting
Evaulate employee's performance against standarts
Ensure employee has the tools needed to perform the job
Ensure employee's performance is supporting the company's strategic aims
The increasing use of performance management reflects:
The popularity of TQM concepts
Traditional performance appraisals are often counter-productive
Every employee's efforts must focus on helping the company achieve its strategic goals
All of the above
Reasons for appraising subordinate's performance include:
Appraisals play an integral role in performance management
The supervisor and the employee together develop a plan for correcting the employee's deficiencies
Appraisals play a part in the employer's salary raise decisions
Steps that supervisors should follow in the performance appraisal process include all the following except:
Define the job
Prepare detailed forms and procedures to be used
Appraise performance
Provide feedback
The simplest and most popular technique for appraising performance is the _________________ method.
Alternation ranking method
Forced distribution
Graphic rating scale
Critical incident
The ___________________ performance appraisal method ranks the highest employees and lowest employees in the alternate order.
Paired comparison
Alternation ranking
Behaviorally anchored rating scale
Supervisors using the force distribution appraisal method can protect against bias claims by:
Appointing a review committee
Training raters to be objective
Using multiple raters
A ________________ appraisal method combines the benefits of narratives, critical incidents and quantified rating scales with specific behavioral examples of good or poor performance.
Grapic rating scale
BARS
MBO
Narrative
A problem(s) with management by objectives is (are) that it can:
Be time consuming
Result in immeasurable objectives
1 and 2
None of the above
Rating an employee high on serveral traits because he or she does one thing well is called the:
Central tendency
Halo effect
Bias problem
Unclear standarts
The problem with self-rating is that:
Supervisors rate employees too highly
Supervisors accentuate differences and rigidify positions
Employees rate themselves higher than do supervisors
Supervisors can ensure that employees are satisfied with their performance appraisals by ensuring that employees:
Do not feel threatened during the interview
Have the opportunity to present their ideas and feelings
Have a helpful and constructive supervisor conduct the interview
Performance management consolidates goal setting, performance appraisal and development into a single, common system.
The aim of performance management is to evaluate and reward the employee's efforts.
The concept that the employee's effort should be goal directed is at the heart of performance management.
Setting easily achievable goals for employees defeats the purpose of performance management.
Employees perform on a higher level when they participate with supervisors in setting goals.
Human Resources is responsible for monitoring the appraisal system and preparing detailed forms and procedures.
The simplest and most popular performance appraisal technique is the forced distribution method.
The critical incident method is the most useful appraisal method for making employee salary decisons.
A manager setting specific measurable goals with each employee and the periodically discussing the employee's progress towards the goals is a feature of management by objectives.
A supervisor who rates an employee high on all job traits because the employee has good computer skills has fallen prey to the halo effect.
Strictness or leniency of a performance appraisal can be affected by the purpose for which it is given.
Performance appraisal problems like bias and halo effects can be cancelled out by using multiple raters.
