Suggested points: 2, [6.3] 6.4 Yearly performance appraisal meetings falling on the anniversary date of the employee’s hire date are the ideal method of communicating performance expecta
Trang 1Chapter 6—Gathering Performance Information True/False Questions
6.1 The basic components that appraisal forms should contain are employee
information; accountabilities, objectives, and standards; competencies and
indicators; major achievements and contributions; developmental achievements; developmental needs; plans and goals; stakeholder input; employee comments; and signatures
(Suggested points: 2, [6.1])
6.2 Only forms adopting a results-oriented approach need the following features:
simplicity, relevancy, descriptiveness, adaptability, comprehensiveness, clarity, communication, and time orientation
(Suggested points: 2, [6.2])
6.3 The mechanical approach to computing an overall performance score involves
taking every aspect of performance into consideration and arriving at a defensible summary
(Suggested points: 2, [6.3])
6.4 Yearly performance appraisal meetings falling on the anniversary date of the
employee’s hire date are the ideal method of communicating performance
expectations to the employee
(Suggested points: 2, [6.5])
6.5 During the formal performance review meeting the employee’s performance is
discussed from the employee and supervisor’s perspective
(Suggested points: 2, [6.5])
6.6 All six appraisal meetings should be held as separate meetings
(Suggested points: 2, [6.5])
6.7 Supervisors are the best raters of employee performance
(Suggested points: 2, [6.6])
6.8 Self-appraisals should not be used as the only source of performance data because
they may be more lenient and biased than other ratings
(Suggested points: 2, [6.6])
6.9 Ratings gathered from different sources in the organization will mostly be similar
given that they are all rating the same employee
(Suggested points: 2, [6.7])
6.10 Regardless of who rates performance, the rater is likely to be affected by biases
that could distort the resulting ratings
Trang 2(Suggested points: 2, [6.8])
6.11 The two main reasons that open-ended (i.e., comments) sections are typically not
used effectively are that (1) it is not easy to systematically categorize and analyze such comments and that (2) quality, length, and content may vary
(Suggested points: 2, [6.3])
6.12 Peers are in the best position to evaluate performance in relation to strategic
organizational goals
(Suggested points: 2, [6.6]) Multiple-Choice Questions
6.13 The basic component that requires forms to contain job title, division, pay grade
or salary, and evaluation period is referred to as:
A.Accountabilities, objectives, and standards
B.Competencies and indicators
C.Basic employee information
D.Major achievements and contributions
(Suggested points: 2, [6.1])
6.14 The basic component that requires forms to contain definitions of the various
knowledge, skills, and abilities to be assessed together with their observable behaviors is referred to as:
A Accountabilities, objectives, and standards
B Competencies and indicators
C Basic employee information
D Major achievements and contributions
b
(Suggested points: 2, [6.1])
6.15 The feature that recommends that a form specify expectations about past and
future performance is referred to as:
A Clarity
B Comprehensiveness
C Time orientation
D Descriptiveness
c
(Suggested points: 2, [6.2])
6.16 is the feature of forms that ensures that raters provide
evidence of performance regardless of the level of performance
A Clarity
B Comprehensiveness
C Time orientation
D Descriptiveness
Trang 3(Suggested points: 2, [6.2])
6.17 The _ method of computing an overall score relies on the
weights given to indicate the relative importance of each performance dimension measured to prevent personal bias from entering into the rating
A creative
B mechanical
C methodological
D judgmental
(Suggested points: 2, [6.3])
6.18 The following are tools for addressing the challenges of open-ended (i.e.,
comments) sections, EXCEPT:
A Computer-aided text analysis (CATA) software
B Establish the goals of the information provided
C Training in systematic and standardized rating skills
D Add weighted scores to obtain overall score
(Suggested points: 2, [6.3])
6.19 The meeting is a time to discuss how the system works and where
the responsibility of the employee and the supervisor are outlined
A system inauguration
B self-appraisal
C development plan
D objective setting
(Suggested points: 2, [6.5])
6.20 During the meeting, an employee’s developmental needs and
the resources and methods available to meet those needs are discussed
A system inauguration
B self-appraisal
C development plan
D objective setting
(Suggested points: 2, [6.5])
6.21 An employee’s _ is/are usually best-equipped to rate how well
the employee removes organizational barriers, shields employees from politics, and improves other employee’s competence
A peers
B customers
C supervisor
D subordinates
(Suggested points: 2, [6.6])
6.22 Suggestions to improve the quality of self-appraisals include all of the following,
EXCEPT:
Trang 4A Use comparative as opposed to absolute measurement systems.
B Allow employees to practice their self-rating skills
C Assure confidentiality
D Focus on the past
(Suggested points: 2, [6.6])
6.23 Rating behaviors are influenced by:
A Motivation to provide accurate ratings
B Motivation to distort ratings
C A and B
D None of the above
(Suggested points: 2, [6.8])
6.24 To maximize merit increases, to encourage employees, to promote undesired
employees out of the unit, and to make managers look good to their supervisors are all reasons to employee ratings
A inflate
B not give
C deflate
D none of the above
(Suggested points: 2, [6.8])
6.25 To shock employees, to teach rebellious employees a lesson, to send a message to
employees to leave the division, and to build documentation of poor performance are all reasons to _ employee ratings
A inflate
B not give
C deflate
D none of the above
(Suggested points: 2, [6.8])
6.26 Training programs that explain the reasons for implementing performance
management systems; how to observe, record, and measure performance; and how
to use the appraisal form should
A decrease intentional rating errors
B decrease unintentional rating errors
C A and B
D none of the above
(Suggested points: 2, [6.9])
6.27 rating errors result because of the complexities involved in
observing performance, storing that information in memory, and then recalling that information while rating an employee
A Intentional
B Unintentional
C Negative
Trang 5D Positive
(Suggested points: 2, [6.9])
6.28 Which of the following are among the major components of an appraisal form?
A Pay scale
E.Names of feedback suppliers
F.Developmental achievements
G.None of these
(Suggested points: 2, [6.1])
6.29 What are the two main strategies to obtain an overall performance score for an
employee?
A.Judgmental and mechanical
H.Judgmental and objective
I.Subjective and objective
J.Mechanical and industrial
(Suggested points: 2, [6.3])
6.30 What is the purpose of using weights?
A.To gain strength
K.To allow a supervisor to come to an objective and clear overall performance score
L.To identify strengths and weaknesses
M.To allow a supervisor to use his/her own subjective ideas when coming to a clear overall performance score
(Suggested points: 2, [6.3])
6.31 Which of the following are included in the six possible formal meetings between
a subordinate and a supervisor in a performance management system?
A.Self-appraisal and debate session
N.Debate session and performance review
O.Customer satisfaction review and merit/salary review
P.Merit/salary review and classical performance review
(Suggested points: 2, [6.5])
6.32 The meeting during which the employee’s performance is discussed, including
both the perspective of the supervisor and the employee, is called a
A.developmental plan
Q.self-appraisal
R.classical performance review
S.system inauguration
(Suggested points: 2, [6.5])
6.33 Who can be included as possible sources of performance information?
A.Supervisor
Trang 6T Peers
U.Subordinates
V.All of these
(Suggested points: 2, [6.6])
6.34 Disagreement about an employee’s performance as perceived by different sources
is a problem
A always
W never
X.inevitably
Y.not necessarily
(Suggested points: 2, [6.7])
6.35 Which of the following is a motivation to inflate ratings?
A.To build a strongly documented written record of poor performance
Z.To maximize merit raise/rewards
AA.To teach a rebellious employee a lesson
BB.To shock employees
(Suggested points: 2, [6.8])
6.36 Which of the following is a motivation to give deflated ratings?
A.To promote undesired employees out of the unit
CC.To make the manager look good to his/her supervisor
DD.To teach a rebellious employee a lesson
EE.To increase supervisor’s likelihood of promotion
(Suggested points: 2, [6.8])
6.37 What is the overall objective of a rater training program?
A.To ensure that raters know the consequences of making errors in evaluations B.To provide raters with tools that will allow them to implement the performance management system effectively
C.To introduce raters to an overall view of performance management systems FF.To give raters an opportunity to network with other raters
(Suggested points: 2, [6.9]) Essay-Type Questions
6.38 Based on the following job description and list of competencies for a software
sales position, please create a performance appraisal form that contains the basic components (Table 6.1) as well as the desirable features of a performance
appraisal form (Table 6.2)
Job description: Responsible for selling company software programs to schools in designated districts Individuals are responsible for project managing the
preparation of customized sales material for each school in their districts
Salespeople are also responsible for preparing and giving sales presentations to
Trang 7relevant district employees Finally, the salesperson is responsible for identifying and cultivating key relationships in his/her districts
Competencies:
Project Management: organizes and plans projects, completes in timely fashion, and performs at a high quality level
Sales Performance: total sales meet company standards, and demonstrates aggressive but ethical sales practice
New Clients: makes in-roads into school districts, schedules presentations to prospective clients, and closes contracts
Client Relationships: maintains effective client relationships, able to upgrade and deliver new services to clients, and receives praise from clients
Technical Expertise: understands software packages, able to teach clients how to best use software, and can troubleshoot with clients
(Suggested points: 10, [6.2])
6.39 Using the form you designed in question 6.38, complete the form and come up
with an overall rating of performance with a hypothetical employee in mind Next, using the weights below, recalculate an overall performance score
Discuss the implications of using both methods for employee and organizational performance
(Suggested points: 10, [6.3])
6.40 Using the job description and appraisal form used in the previous two questions,
discuss who should rate the performance of this employee (e.g., supervisor, peers, and/or customers)? Discuss why you chose each rater and how conflicts between ratings will be resolved
(Suggested points: 5, 5[6.6], 5[6.7])
6.41 List the desired features of all appraisal forms
(Suggested points: 2, [6.2])
6.42 Describe the judgmental strategy for obtaining an overall performance score
(Suggested points: 2, [6.3])
6.43 Describe the mechanical strategy for obtaining an overall performance score
(Suggested points: 2, [6.3])
Trang 86.44 In which strategy is a supervisor most likely to introduce his/her own bias and
why?
(Suggested points: 2, [6.3])
6.45 Describe the challenges associated with including an open-ended (i.e., comments)
section in performance appraisal forms
(Suggested points: 2, [6.3])
6.46 What are the advantages and disadvantages of completing performance reviews
on or around an employee’s anniversary date?
(Suggested points: 2, [6.4])
6.47 What are the advantages and disadvantages of completing performance reviews
on or around the end of the fiscal year?
(Suggested points: 2, [6.4])
6.48 What is meant to be accomplished in the self-appraisal meeting?
(Suggested points: 2, [6.5])
6.49 What are the problems with peer evaluations?
(Suggested points: 2, [6.6])
6.50 What are the advantages and disadvantages of using customers as a source of
performance information?
(Suggested points: 2, [6.6])
6.51 Provide suggestions of what can be done to improve the quality of self-appraisals
(Suggested points: 2, [6.6])
6.52 The motivation to provide accurate ratings is determined by …
(Suggested points: 2, [6.8])
6.53 The motivation to distort ratings is determined by …
(Suggested points: 2, [6.8])
6.54 What are the motivations for rating inflation?
(Suggested points: 2, [6.8])
6.55 What are the motivations for rating deflation?
(Suggested points: 2, [6.8])
6.56 Provide two recommendations for reducing intentional rating distortion
(Suggested points: 2, [6.8])
6.57 What are the advantages and disadvantages of using supervisors as raters?
(Suggested points: 2, [6.6])
Trang 96.58 What are the advantages and disadvantages of using peers as raters?
(Suggested points: 2, [6.6])
6.59 When the performance management system uses different sources for ratings,
what expectations and actions should be included in the process?
(Suggested points: 3, [6.7])
6.60 List five things rater training programs should cover
(Suggested points: 2, [6.9])
Trang 106.2 F: All performance appraisal forms need those features
6.3 F: This is the judgmental method of computing overall performance
6.4 F: More frequent communication with employees is desirable, and having
appraisal meetings on the anniversary date makes it hard to allocate rewards and bonuses
6.6 F: The appraisal meetings can be combined as needed or held separately 6.7 F: Depending on the performance areas being rated, peers, subordinates, or
customers may be better suited to rate performance
6.9 F: Ratings from different sources are likely to be different given that different
stakeholders are likely to interact with the employee in very different
capacities
6.12 F: Supervisors are in the best position to evaluate performance in relation to
strategic organizational goals
Trang 116.38 Note: This form includes possible information for the overall rating provided
to the hypothetical employee in question 6.39 Note that the respondent may provide very different information and ratings, which are acceptable as long as the information provided is consistent with the ratings
Performance Review Form
Employee Name:
Title:
Manager:
Date of Appraisal Meeting: _
Employee Performance Reviews improve employee performance and development by encouraging communication, establishing performance expectations, identifying developmental needs, and setting goals to improve performance
Use the form below to list examples of outstanding performance or achievements, as well as areas of performance that need improvement Please provide open comments on your employee’s performance Complete each section and list examples of performance where applicable
1 Job Description/Key Responsibilities/Required Tasks:
Responsible for selling company software programs to schools in designated districts Individuals are responsible for project managing the preparation of customized sales material for each school in their districts Salespeople are also responsible for preparing and giving sales presentations to relevant district employees Finally, the salesperson is responsible for identifying and cultivating key relationships in his/her districts
2 Note expected accomplishments versus actual accomplishments (Please rate
as Did not meet expectations—1, Met expectations—2, or Exceeded
expectations—3 and provide comments):
Sally was expected to reach a reasonable amount of sales in all of her
districts, and she performed at a lower rate compared to her peers She did
establish new relationships with several districts previously using other
software companies She gave an acceptable number of sales presentations
and her sales materials meet company standards
3 List the areas where the employee developed, such that they will be able to take on additional responsibilities or be eligible for high-profile assignments: