CH8 3050

Performance appraisal is the process by which organizations
evaluate employee job performance
Performance management includes all of the following except:
driving corporate strategy
Performance management systems should be
simple and practical
In performance management, a critical aspect of a company’s strategy, which if not met would result in lower customer satisfaction and undesirable organizational consequences is referred to as
performance objectives
In performance management, achievable and realistic targets to which outcomes can be compared are referred to as
performance goals
In performance management, measuring the process of achieving present goals is referred to as
performance measurement
In performance management, quantitative and qualitative assessments are referred to as
output measures
In performance management, results of programs compared to preset targets are referred to as
outcome measures
A performance management system attempts to achieve the following objectives:
transform organizational objectives into measurable success outcomes
Performance management (performance appraisal) serves a number of uses including all of the following except
judging the competition
Performance appraisals can be applied to a variety of employee decision making situations including all the following except
employee recruiting
Performance appraisals can be used for all the following except
making the selection interview process more specific
A good performance appraisal system can serve as a quality control check on
the human resource department
To be of value a performance appraisal system must be
accepted by employees
The best way to describe an effective performance appraisal system is that it is a __________ process.
quality control check
the key elements in a performance appraisal system include all the following except
job analysis
It is generally agreed that normally the best way to evaluate employee performance is to use
the immediate supervisor
Performance measures are
The ratings used to evaluate performance
In order to be effective, performance standards must always be designed so as to be
concerned with what is required of each job without individual employee abilities considered
Indirect observation of performance usually evaluates substitutes for actual performance; these substitutes are called
Subjective performance measures
are not verifiable by others
To provide an accurate picture of an individual’s job performance, appraisal systems should do all the below except
minimize unfavourable feedback at all times
Job analysis has a direct impact on performance appraisal by
uncovering specific performance criteria
The difference between an appraisal method and an appraisal system is that
an appraisal system can encompass a variety of appraisal methods
Of all the characteristics of an effective performance appraisal system below, one can be considered to be of the utmost importance
Validity in performance appraisals refers to the
relevance of measurement criteria to job performance
While reliability in employee performance appraisals is desirable it is
difficult to obtain in most organizational settings
All of the following are characteristics of an effective employee appraisal system except
supervisor’s (rater’s) personal knowledge about the employee
To be effective performance appraisals should
state consequences in advance and produce these consequences subsequently
Performance appraisal methods can use a variety of techniques and these techniques can be grouped by how they focus, and can include
past-oriented appraisal methods
Past-oriented performance appraisal approaches can include all the following except
management by objectives
Non-comparative performance evaluation methods can include
rating method
Likely, the most used form of performance appraisal (though not necessarily the most effective) continues to be the
rating scale
The performance appraisal method that requires a rater to provide a subjective evaluation of an individual’s performance is called
rating scale
The Behaviour Observation Scale (BOS) method of performance appraisal
has a drawback in that supervisors tend to lose interest in recording incidents
The performance evaluation method that requires a rater to place each employee in order from best to worst is the
ranking method
Human resource specialists design behaviourally anchored rating scales for any given job by collecting descriptions of what would constitute effective and ineffective performance for that job. Information is collected from all the following except
Comparative evaluation methods for performance appraisals can include
forced distributions
Comparative evaluation methods differ from non-comparative methods in that
they compare one person’s performance with that of co-workers
The ranking method and forced distributions are examples of __________ performance evaluation methods
Future-oriented appraisal methods can include
The management-by-objectives performance evaluation approach is based upon the premise that
each employee and superior jointly establish goal for a future period
One employee evaluation method that attempts to appraise future potential by using multiple types of evaluation and multiple raters is
assessment centre technique
A recent popular method for evaluating an employee’s performance involves using all possible sources for information on the employee’s performance. This method is referred to as
the 360-degree performance appraisal
While the 360-degree appraisal method is gaining popularity, it requires at the least __________ in order to
have a chance to wo
a suitable corporate culture
Performance evaluation for contingency employees tends to have particular challenges attached, including
that they may have little knowledge of the organization’s culture and goals
In many cases a major problem with performance appraisal methods is
that raters (usually supervisors) don’t understand the process
A rater bias that occurs when the evaluator allows some piece of information about the employee to disproportionately influence the outcome is called
the halo effect
One serious problem with all subjective measures of employee evaluation is the possibility
of rater bias
Rater biases in personnel evaluation can include all of the following except the
glass-ceiling bias
The halo effect as a rater bias, is most severe when
a rater must evaluate their friends
Some managers, for various reasons, do not like to evaluate employees as either “effective” or “ineffective” and so tend to rate everyone as “average”. This is referred to as the
error of central tendency
Human resource departments are sometimes unintentionally to blame for supervisors falling into the central tendency bias when evaluating employees, particularly when a human resource department
requires supervisors to justify very high or low ratings
The recency effect is a potential evaluator bias that occurs when
the rater allows recent employee actions to unduly sway evaluation of overall employee performance
Evaluation interviews
can involve feedback approaches such as tell and sell, tell and listen, and problem-solving
A performance review session where a supervisor allows an employee to explain reasons, excuses, and defensive feelings about performance is called the
tell-and-listen approach
Rater guidelines for effective performance evaluation interviews include all the following except
argue if it is necessary to make the point with the employee
A completed performance appraisal form
is a legal document
A poor performance appraisal system can cause
HR departments to miss their objectives

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