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5 During the formal performance review meeting the employee’s performance is discussed from the employee and supervisor’s perspective.

5 During the formal performance review meeting the employee’s performance is discussed from the employee and supervisor’s perspective.

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Part II: System Implementation_____________________________________________________________



(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



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Chapter 6



(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:



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Part II: System Implementation_____________________________________________________________



A.

B.

C.

D.

6.23



Use comparative as opposed to absolute measurement systems.

Allow employees to practice their self-rating skills.

Assure confidentiality.

Focus on the past.

(Suggested points: 2, [6.6])



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



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Chapter 6



D. 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



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Part II: System Implementation_____________________________________________________________



T. 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



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Chapter 6



relevant 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.

Actual Accomplishments

Project Management

Sales Performance

New Clients

Client Relationships

Technical Expertise



.3

.1

.2

.1

.2

.1

(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])



Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall



Part II: System Implementation_____________________________________________________________



6.44



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])



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Chapter 6



6.58



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])



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Part II: System Implementation_____________________________________________________________



Answers

6.1

6.2

6.3

6.4

6.5

6.6

6.7

6.8

6.9

6.10

6.11

6.12

6.13

6.14

6.15

6.16

6.17

6.18

6.19

6.20

6.21

6.22

6.23

6.24

6.25

6.26

6.27

6.28

6.29

6.30

6.31

6.32

6.33

6.34

6.35

6.36

6.37



T

F: All performance appraisal forms need those features.

F: This is the judgmental method of computing overall performance.

F: More frequent communication with employees is desirable, and having

appraisal meetings on the anniversary date makes it hard to allocate rewards

and bonuses.

T

F: The appraisal meetings can be combined as needed or held separately.

F: Depending on the performance areas being rated, peers, subordinates, or

customers may be better suited to rate performance.

T

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.

T

T

F: Supervisors are in the best position to evaluate performance in relation to

strategic organizational goals.

C

B

C

D

B

D

A

C

D

D

C

A

C

C

B

C

A

B

D

C

D

D

B

C

B



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Chapter 6



6.38



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:



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