Professional Documents
Culture Documents
MCQs
1. The system that seeks to tie the performance appraisal process to
the firms strategies through specifying at the beginning of the
evaluation period what types and levels of performance must be
accomplished is called the
a. performance appraisal and evaluation system.
b. performance feedback system.
c. performance management system.
d. performance planning and evaluation system.
Ans: d
is
not
purpose
of
performance
a. Acceptability
b. Specificity
c Complexity
d. Reliability
Ans: c
9. The extent to which all of the items rated are consistent with
respect to content refers to
a. internal consistency reliability.
b. interrater reliability.
c. intrarater reliability.
d. test-retest reliability.
Ans: a
10.
A measure that results in dramatically different ratings over
time lacks
a. internal consistency reliability.
b. interrater reliability.
c. intrarater reliability.
d. test-retest reliability.
Ans: d
11.
12.
Performance can be managed by focusing on all of the
following except
a. behaviors.
b. weaknesses.
c. results.
d. employee attributes.
Ans: b
19.
22.
Which of the following is not one of the main reasons for
major changes in performance appraisal in recent years?
a) Culture change programmes.
b) Team working initiatives.
c)
d)
e)
f)
Government legislation.
Changes in payment systems.
Total quality management.
Knowledge management initiatives.
23.
Which of the following statement are correct? Select all that
apply.
a) Performance appraisal is not used in the public sector.
b) Performance appraisal now includes previously
untouched organisations and occupational groups.
c) Performance appraisal has become more
widespread.
d) Performance appraisal is diminishing in importance.
24.
Which of the following is not a type of performance
appraisal?
a) 45 degree appraisal.
b) Team based appraisal.
c) Appraisal of managers.
d) Customer appraisals.
25.
Why might an organisation use multiple systems of
appraisal? Select all that apply.
a) Different systems for different organisational
groups.
b) To provide employees with a choice of methods.
c) Different systems for different part of the
organisation.
d) To prevent the misuse of performance appraisal systems by
line managers.
e) To separate reward and non-reward aspects of
appraisal.
f) All except D
26.
Which of the following is not a reason why performance
appraisal is used by organisations?
a)
b)
c)
d)
e)
f)
27.
Performance management is believed to have originated
from which country?
a)
b)
c)
d)
e)
France.
Germany.
USA.
Denmark.
Japan.
28.
Which of the following statements about performance
management systems is not true?
a) They cause stress for employees.
b) Performance management systems are ineffective.
c) They improve organisational performance in the
long-term.
d) Commitment from line managers is questionable.
e) Recommendations are prescriptive and suggest one best
way.
f) They encourage a short-term view among managers.
29.
Which of the following statements about performance
appraisal is not true?
31.
32.
Which of the following statements about 360 degree
appraisal is not true?
a) Feedback may comprise both open and closed questions.
b) The data generated is normally highly accurate,
valid and meaningful.
c) 360 degree appraisal is normally conducted anonymously.
d) 360 degree appraisal may be linked to pay awards
.
33.
What is the purpose of a 'mystery shopper'?
a) A person who pretends to be an employee in order to test
service process.
35.
a.
b.
c.
d.
38.
past performance
present performance
future performance
past and present performance
HR managers
employees
supervisors
all who are directly in contact with the ratee
a.
b.
c.
d.
Joint goal-setting
Mid-term review
Developing reviews
All of the above
b. Essay method
c. Work standard method
d. Field review method
a. Be time consuming.
b. Result in unmeasurable objectives.
c. 1 and 2
d. None of the above.
48.Rating an employee high on several traits because he or she does
one thing well is called the:
a. Central tendency.
b. Bias problem.
c. Halo effect.
d. Unclear standards.
49.The problem with self-ratings is that:
a. Supervisors rate employees too highly.
b. Supervisors accentuate differences and rigidify positions.
c. Employees rate themselves higher than do
supervisors.
d. All of the above.
50.Supervisors can ensure that employees are satisfied with their
performance appraisals by ensuring that employees:
a. Do not feel threatened during the interview.
b. Have a helpful and constructive supervisor conduct the
interview.
c. Have the opportunity to present their ideas and feelings.
d. All of the above.
Short Questions
1. Define Performance Management
Continuous Process of
Identifying performance of individuals and teams
Measuring performance of individuals and teams
Developing performance of individuals and teams
and
Contributions of PM
Motivation to perform is increased
Self-esteem is increased
Managers gain insight about subordinates
The definitions of job and criteria are clarified
Self-insight and development are enhanced
Admisnistrative actions are more fair and appropriate
Organisational goals are made clear
Employees become more competent
Degree of dependence
Moderat
14.
Aims and Role of PM Systems
The information collected by a performance management system
is most frequently used for salary administration, performance
feedback and the identification of employee strengths and
weaknesses. In general, however, performance management
systems can serve the following purposes: (a) strategic, (b)
Organisational maintenance:
To provide information to be used in workplace
planning and _____________________________ allocation of human resources
Documentation:
15.
Three major points to consider while offering voluntary
benefits
What are the demographics of our company, and how might they change with
future recruits?
Which benefits will appeal to most employees?
How can we present these products in a way that doesnt cause information
overload?
16.
17.
Leading vs Lagging
Leading KPI - A leading indicator is a metric that mainly refers to future
developments and drivers/causes . e.g. % of employees involved in the
innovation process
Lagging KPI - A lagging indicator is a metric that mainly refers to past
developments and effects/results, e.g. reflects history and outcomes of
certain actions and processes.
18.
Tools for critically analyzing KPI: (SMARTER)
Specific
Measurable
Aligned
Realistic
Timely
Ethical
Recorded
19.
Characteristics of KPIs
20.
21.
23.
What are Key Performance Indicators?
A KPI is not a single component, but an integrated collection of components
such as;
Objectives: what are we trying to achieve?
Indicators: what are you going to measure?
Measures: how are you going to measure it?
Targets: what is the desired result?
Results: what have you actually achieved?
24.
What is a Total Reward Statement?
TRS are personalized statements listing everything that comes from the
organization to the individual employee. Provide a reassuring picture to
employees and are a tangible reminder of the companys financial
commitment to them beyond just base pay and benefits.
25.
Use of Total Reward Statement?
Demonstrating how employees are valued is more important than ever now
the economy is improving and retention can no longer be taken for granted.
26.
What to Include in a Total Reward Statement?
Total reward statements do not need to be too complicated. However, at a
minimum, the following items should be included:
Compensation Information;
this includes base salary, overtime, bonuses, incentives, and commissions.
These are the basic staples of a total reward statement, the information is in
front of employees faces all the time already.
Leave Benefits;
(number of days off). Analyze what your company offers in terms of holidays,
personal time, vacation/PTO banks, sick leave, bereavement, and even jury
duty.
Insurance Benefits;
be sure to account for both employee cost and employer cost on the
statement; show how much your organization has invested, and that the
employee isnt shouldering all costs. Examples include medical; dental;
vision; flexible spending accounts; cafeteria plans; healthcare spending
accounts; basic life insurance; accidental death and dismemberment costs;
supplemental/dependent life benefits; short-term and long-term disability;
and/or business travel accident insurance.
Financial Security Elements;
again, divide this up into employee cost and employer cost. Include social
security, Medicare, federal unemployment insurance, state unemployment
insurance, workers compensation costs, and retirement plan elements (such
as 401(k) matches or employee stock ownership plans).
Additional Benefits;
including work/life programs. This can be huge, youre only restricted by your
own innovation and creativity. Just make sure these benefits are aligned with
company culture! For a total reward statement, you could incorporate any
number of things, including adoption assistance, auto allowances, childcare
programs, education/tuition reimbursements, employee assistance programs,
employee meals, health club discounts, paid parking, or uniform expenses
27.
28.
o
o
o
o
o
o
o
o
o
o
o
29.
30.
31.
32.
Why do performance management systems often fail?
Performance management systems often fail for several reasons. One of the
primary reasons for failure is the mistrust of those being rated and of those
who provide the ratings. Another reason for failure is that ratees and raters
often feel ill at ease during the process but will intentionally try to downplay
the emotional aspects of the performance appraisal process. Additionally,
various systems may have built in technical problems, rating inconsistencies,
and poorly understood performance goals. Finally, performance management
systems may fail because the system does not tie into the organizations
vision, mission, and strategic priorities.
33.
What is the difference between performance management and
performance appraisal?
Performance appraisal is a systematic evaluation of the strengths and
weaknesses of individuals and groups with regard to their job specifications.
In the United States, performance appraisals usually occur once a year and
may be tied to increases in pay. In other countries, appraisals may occur
every 5 to 10 years. Performance management occurs continuously as a
process which identifies, measures, and develops individual and group
performances toward organizational goals. Both performance appraisals and
performance management need to be behaviorally based and exhibit
relevancy with regard to organizational strategy. However, a basic difference
exists in that performance appraisals occur at one time and performance
management occurs continuously. Performance appraisal processes are
generally understood and accepted within organizations by employees and
managers. Performance management is not as readily understood and, if not
implemented correctly, may lead to an overall distrust within organizations
and may serve to undermine employee performance at all organizational
levels.
34.
What are the three most important purposes of performance
management systems and why? The three most important purposes of
performance management systems may be categorized as strategy,
communication, and employment decision based. Strategically, performance
management systems serve to link organizational missions to employee
behaviors and responsibilities. Performance management systems serve to as
communicate how well an employee is doing and what the organization
expects from an employee. Employment decisions based on performance
management include whether to train, promote, transfer, discipline, or
terminate employees. Performance management systems may serve
additional purposes, too. These include providing criteria data, training
development information, organizational development information, personal
development information, a source for feedback information, and human
resources record keeping.
35.
Under what circumstances can performance management
systems be said to work?
Performance management systems may be said to work when they address
and include nine requirements. These requirements include congruence with
strategy, thoroughness, practicality, meaningfulness, specificity,
discriminability, reliability/validity, inclusiveness, and fairness/acceptability.
Taken in order Congruency means that the performance management system ties behaviors
and expectations to organizational goals.
Thoroughness means that the performance management system includes all
job related behaviors for the entire time covered by the review.
Practicality refers to an organizations ability to administer the systems with
the benefits outweighing any associated costs.
Meaningfulness refers to the perceptions that employees and managers have
with regard to the usefulness of the information gathered for everyone
involved.
Specificity is accomplished when the system provides clearly understood
guidance for employees and management.
Discriminability is exhibited when the system clearly distinguishes between
effective and ineffective employees.
Reliable and valid performance management systems produce consistent
ratings over time that accurately measure and predict performances.
Inclusiveness is demonstrated when raters and ratees actively participate in
the review process.
Fairness/acceptability means that raters and ratees perceive the performance
management system as conducted with justice and equitability.
36.
What kinds of unique information about performance can each
of the following provide: immediate supervisors, peers, self,
subordinates, and clients served?
demonstrating the behaviors. Ratings are collected from the raters, written
on a board, and discussed as a group. Finally, the trainer will provide the
preferred ratings per ratee per dimension allowing questions and answers to
occur as the presentation is given.
40.
Assume an organization is structured around teams. What role,
if any, would a performance management system based on
individual behaviors and results play with respect to a team-based
performance management system?
As organizational interests continue to increase with regard to team based
management and performance, it is necessary to understand how each
individual contributes to a teams successful performance. As individual
contributions to team performance is understood, overall team performance
should increase leading to increases in individual performance in a repetitive
and iterative process. The critical nature of performance will be a function of
the type of team involved. For example, project teams may not work together
long enough for an individual to need a team based performance appraisal.
Work or service teams may have members needing specific behavioral
training and evaluation to increase the overall teams performance. Network
team members will need to receive individual training and performance
evaluation to make sure that all of the members have equivalent or the
necessary specific technological skills.
41.
Discuss three dos and three donts with respect to
appraisal interviews.
Three dos for performance appraisal interviews are to communicate
frequently with the ratee(s), stay current with appraisal training, and to judge
your own performance first Appraisals receive more acceptance when they
occur often and are specific rather than long term and general. Frequent
communications come across more as a coaching encounter than as a
potentially threatening or possibly embarrassing appraisal. Just as jobs are
becoming more and more technologically dependent and experiencing
frequent changes, appraisal methodologies and purposes change. This
requires effective appraisers to stay current with their own training, too.
Learning how to evaluate your own performance effectively also helps you to
rate others more effectively. Becoming an effective self evaluator requires
time and intentional awareness but does lead to better appraisals for others,
as well. Other dos for performance appraisal interviewers include
encouraging subordinate participation, use of priming information, being
warm and encouraging, judging performance not personality, being specific,
listening actively, avoiding criticisms, setting effective goals, assessing goals
regularly, and tying organizational rewards to performance. With these dos
in mind, several donts include limiting subordinate participation, avoiding
priming information, being cold and discouraging, attacking the ratees