Performance Management Unit 2 Set 2
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This set of Performance Management Multiple Choice Questions & Answers (MCQs) focuses on Performance Management Unit 2 Set 2
Q1 | What is the first step in the appraisal process?
- giving feedback
- defining the job
- administering the appraisal tool
- making plans to provide training
Q2 | When designing an actual appraisal method, the two basic considerations are
- who should measure and when to measure
- when to measure and what to measure
- what to measure and who should measure
- what to measure and how to measure
Q3 | All of the following are usually measured by a graphic rating scale EXCEPT_,
- generic dimensions of performance
- performance of 'actual duties
- performance of co-workers
- achievement of Objectives
Q4 | Which of the following is the easiest and most popular technique for appraising employeeperformance?
- alternation ranking
- graphic rating scale
- Likert
- MBO
Q5 | Which performance appraisal technique lists traits and a range of performance values foreach trait?
- behaviourally anchored rating scale
- graphic rating scale
- forced distribution
- critical incident
Q6 | Which performance appraisal tool requires supervisors to categorize employees from best to worst on various traits?
- digital dashboard
- critical incident method
- graphic rating scale
- alternation ranking method
Q7 | Which performance appraisal tool is being used when a supervisor places predetermined percentages of rates into various performance categories?
- behaviorally anchored rating scale
- graphic ranking scale
- alternation ranking
- forced distribution
Q8 | Kendra needs to rate five of her subordinates. She makes a chart of all possible pairs of employees for each trait being evaluated. Then, she indicates the better employee of each pair with a positive symbol on the chart. Finally, she totals the number of positive symbols for each employee. Which method of performance appraisal has Kendra most likely used?
- comparison ranking scale
- graphic ranking scale
- alternation ranking
- paired comparison
Q9 | The process that enables manager to make comparison between employee's and his department goals is
- direction sharing
- goal alignment
- rewards and recognition
- coaching and development support
Q10 | An integral part of feedback process is
- direction sharing
- goal alignment
- ongoing performance monitoring
- coaching and development support
Q11 | In 360-degree feedback, the ratings are collected from
- supervisors
- subordinates
- peers
- all of above
Q12 | When the action plan is prepared for correcting performance deficiencies is
- satisfactory-promotable interview
- satisfactory-not promotable interview
- unsatisfactory-correctable interview
- unsatisfactory-uncorrectable interview
Q13 | The quality and timeliness of work is classified as
- what you are measuring
- how you are measuring
- what are the set standards
- the rules of performance appraisals
Q14 | The employers generally use feedback to
- employee development
- avoid central tendency and biases
- rank someone
- hire the employee
Q15 | The disadvantage of graphic rating scale is
- halo effect
- bias
- central tendency
- all of above
Q16 | Which of the following, if true, best supports the argument that a graphic rating scale is the most appropriate performance appraisal tool for Suzanne to use?
- The firm wants Suzanne to evaluate her subordinates on an ongoing basis and to keep a log of critical incidents.
- Employees in Suzanne's department who are categorized in the bottom 10% of the firm's employees will be immediately dismissed.
- Suzanne wants to ensure that the firm is protected from employee discrimination lawsuits, so she has conducted a job analysis of each position.
- Suzanne wants a quantitative rating of each employee based on competencies important to the firm, such as problem-solving skills.
Q17 | One of the following is future oriented appraisal technique.
- MBO
- Rating scale
- Checklist
- BARS
Q18 | Which of the following is not a major personnel selection method?
- Focus groups
- Biodata
- Graphology
- References
Q19 | The basis of performance standards is:
- Managers
- HR plans
- Employee
- Job analysis
Q20 | As little as 20% of all human performance problems is attributable to individual employees; as much as 80% of all such problems is attributable to the work environments or systems in which employees work. An example of such problems would be:
- Because people are often absent from work
- Because people at work don't perform
- Because low standards of performance are legitimised
- Because of barriers created to reduce performance
Q21 | Performance plans to be successful and sustainable the plan must
- Provide for independent employee voice and participation
- The decision to initiate a new plan
- Its design
- All of the above
Q22 | Key performance indicators are used in situations when:
- When objectives can not easily be expressed in terms of numbers
- When targets might be expressed in terms of delivery of a project
- When objectives can be established which are supportive or secondary to the organisations central objectives
- Objectives that can be quantified using financial values
Q23 | Work-sample tests:
- Normally make use of many different complementary predictors
- Do not necessarily have any obvious link with the job in question
- Often use in-tray or in-basket exercises for selecting shop floor workers
- Require candidates to conduct a sample of the work required for the job
Q24 | Which of the following is not a major evaluative standard for personnel selection procedures?
- Administrative convenience/practicality
- Discrimination
- Applicant reactions
- Faith validity