Performance Management Set 7
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This set of Performance Management Multiple Choice Questions & Answers (MCQs) focuses on Performance Management Set 7
Q1 | The open or loosely structured project organization does not rely on well-defined standards and procedures for guiding the work efforts. Therefore, this organization should beused for __________.
- innovative or creative work with high-level professionals
- routine work and with a new staff.
- production operations and with the construction industry
- . planning operations and with the functional staff.
Q2 | The level of the reporting superior for the project manager is viewed as critical because it also implies the amount of interest and emphasis that the corporation places on the project. From a practical standpoint, when a project manager reports to a senior officer of thecompany, the project manager then has access to an individual with the __________ to resolve inter-project conflicts.
- ability and resources
- power and authority.
- will and desire
- seniority and maturity
Q3 | There is a long-term need to develop individuals within a company to assume positions of leadership and greater responsibility. Comparing the functional and project organization, theopportunity for personnel development __________.
- is greater in the project organization
- is greater in the functional organization
- cannot be determined between the two organizations.
- is greater in the project organization during the planning phase only.
Q4 | Group Effectiveness has 2 dimensions: ________________ and QWL
- performance
- feedback.
- group process.
- team building
Q5 | The degree of responsibility independence and opportunity for exercising initiative formember of organization is
- liberty.
- independence.
- autonomy.
- freedom.
Q6 | Fundamentally rethink the way the work gets done is the application of
- re engineering
- matrix organization
- downsizing.
- neutral organization.
Q7 | Managerial Philosophy, strategy and structure is called
- stability of environment and technology
- congruence.
- unionization.
- tech savvy.
Q8 | What is CHRM
- committed hrm
- cultural hrm
- critical hrm
- convenient hrm
Q9 | __________is the backbone of the process of identifying, studying, and implementingbest practices
- benchmarking
- forecasting
- innovating
- reinventig
Q10 | _________ refers to training workers to be able to undertake a wide range of differentjobs, instead of just one.
- multi skilling
- parenting
- copying
- adopting
Q11 | ________________ is a technique of multi skilling
- job analysis
- job rotation
- job evaluation
- job satisfaction
Q12 | _____________ is a strategic decision to give a task or activity to an independentcontractor who determines how best to do the task or activity
- outsourcing
- renting
- gathering
- performing
Q13 | Believes, attitudes, traditions and expectations which are shared by group members iscalled
- group norms
- group communication
- group cohesiveness
- group structure
Q14 | ---------------is the ability of influencing people to strive willingly for mutual objectives
- motivation
- control
- leadership
- supervision
Q15 | People are known to be more productive when they:
- Are knowledgeable of their results through feedback as to how they are performing.
- Have clear, attainable objectives (also called goals) to achieve.
- Are involved in setting of tasks and objectives.
- (a), (b) and (c)
Q16 | It is necessary to review the goals of the organization to:
- Create a linkage between units of performance and the preferred organizational goals.
- Maximize profits of the organization
- Align the individual and organizational goals
- Create distinctiveness.
Q17 | Performance agreement aims at helping
- The organization to work effectively.
- Decide the matters of compensation
- The staff to develop, put in place at least one more chance to meet the expectation of the staff members.
- Identify the training needs
Q18 | An effective performance management helps in
- Evaluation of a job
- Evaluation of competitiveness in market
- Evaluate the decision taking capacity of managers
- Evaluate the decision taking capacity of the subordinates
Q19 | Performance management is a continuous process because:
- It involves the human resource of the organization
- It involves the work environment of the organization.
- It involves planning, sharing, measuring, interacting, motivating and development of employees as well as organization
- It involves the strategies of the organization
Q20 | Which one of these is function of performance appraisal system?
- Training and development
- Compensation strategies
- Promotion
- All of the above
Q21 | Effectiveness of an appraisal system depends upon:
- The degree of clarity of roles
- The structure, design and method of appraisal system
- The level of organizational commitment
- The degree of honesty in the answers of the appraisal system
Q22 | What did the Hawthorne experiments discover?
- That people need to belong to a 'social group'
- That people need heat and good lighting to work well
- Money is a motivator
- It makes no difference how you treat people at work in relation to their behavior.
Q23 | A distinction can be made between 'hard' and 'soft' types of HRM. Soft HRM can be characterized by:
- Seeing people as organizational assets
- A quantitative approach to HRM
- A mutual commitment of employees and employers to the goals of the organization
- Being driven by costs
Q24 | The resource based view of the firm is one that believes the key human resources are:
- Those employees not members of trade unions
- Knowledge workers
- Used to create new capabilities that help achieve organisational success
- Those willing to work overtime
Q25 | Performance management is an interlinked process because:
- It interlinks the organization with the globalized market
- It interlinks with other key processes such as business strategy, employee development, total quality management and other business processes.
- It interlinks the individual goals with the organizational goals.
- It interlinks the management and subordinates