Performance Management Set 6
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This set of Performance Management Multiple Choice Questions & Answers (MCQs) focuses on Performance Management Set 6
Q1 | The process by which older members of a society transmit to younger members the socialskilled is termed as.
- literature
- norms
- values
- socialization
Q2 | Dispute between employees at different levels in an organization is known as.
- horizontal conflict
- over all conflict
- vertical conflict
- organizational conflict
Q3 | A group created by management to accomplish certain organizational goal is called as.
- performance group
- task group
- prime group
- internal group
Q4 | A planned, systematic process of organizational change based on behavioural scienceresearch and theory.
- organizational development
- organizational change
- organizational re-engineering
- organizational empowerment
Q5 | Set of value that help people in an organisation understand which actions are consideredacceptable and which are considered unacceptable is known as.
- organizational norms
- organisational culture
- organizational ethics
- organization moral
Q6 | Organization Moral
- belief
- norms
- tradition
- values
Q7 | A set of guiding principles of behavior concerned with right and wrong which helpinteractions with others.
- beliefs
- values
- ethics
- tradition
Q8 | .__________ is a formal & detailed study of jobs.
- job enrichment
- job evaluation
- job classification
- job analysis
Q9 | .__________ is a very flexible type of organization.
- staff organization
- divisional organization
- line organization
- matrix organization
Q10 | Rotation is otherwise called as ____________.
- replacement transfer
- shift transfer
- versatility transfer
- remedial transfer
Q11 | _______________ is the permanent termination of an employee’s services for economicreasons in a going concern.
- resignation
- dismissal
- retirement
- retrenchment
Q12 | Personnel policy insists _________.
- higher wage
- wage equal to contribution
- lesser wage
- wage with bonus
Q13 | Job satisfaction is high when there is.
- low morale
- high wage
- low wage
- high morale
Q14 | On-the –job management development techniques include
- job rotation
- sensitivity training
- coaching
- transactional analysis
Q15 | Who is in the best position to observe and evaluate an employee’s performance for thepurposes of a performance appraisal?
- peers.
- customers.
- top management.
- immediate supervisor.
Q16 | Which of the following term is used for choosing the individual who is best suited to aparticular position and to the organization from a group of potential applicants
- recruitment.
- staffing
- enrollment
- selection.
Q17 | Organizations put maximum effort in measuring performance of organizational peoplebecause;
- it makes procedures cost effective
- it helps in detecting the problems
- it leads to product innovation.
- it assists in implementing new technology.
Q18 | Willingness, capacity & opportunity to perform are said to be;
- performance outcomes.
- determinants of performance
- performance appraisals
- types of performance standards
Q19 | The _____ problem occurs when supervisors tend to rate all their subordinatesconsistently high.
- central tendency
- leniency
- strictness.
- halo effect.
Q20 | What is another term for 360-degree feedback?
- feedback loop.
- multi-source assessment
- upward feedback
- circle feedback.
Q21 | Train the raters prior to conduct the performance appraisal is an important responsibilityof;
- top management
- hr department
- line managers.
- production department.
Q22 | The evaluator uses a list of behavioral descriptions and checks off those behaviors thatapply to the employee. This method of appraisal is called
- forced-choice appraisal.
- forced distribution appraisal
- checklist appraisal.
- behaviorally anchored rating scales.
Q23 | A mandatory prerequisite for team building is:
- funding for staff development activities
- shared work ethics among team members.
- commitment from top level management.
- removal of troublesome individuals.
Q24 | Which of the following is best for handling cross-functional project needs for a large,complex project
- a strong matrix organization
- a project coordinator
- a project expeditor
- direct executive involvement
Q25 | A key barrier to team development is
- a strong matrix management structure
- when major problems delay the project completion date or budget targets
- when team members are accountable to both functional and project managers
- when formal training plans cannot be implemented.